Class A ERP Implementation: Integrating Lean and Six Sigma
Class A ERP is often misunderstood and confused with software tools and implementations, but is actually a management system for continuous improvement. This book will resolve these myths by thoroughly describing the definition of Class A ERP and giving specifics for achieving Class A performance in a reasonable timeframe. Examples from successes will be referenced to and the author will build a case for breaking the journey to world-class performance into bite-sized, doable focus areas. Class A ERP Implementation will help organizations set the stage for maximum effectiveness of both Lean strategies and Six Sigma and establish ERP disciplines as the prerequisite to success.
What people are saying - Write a review
We haven't found any reviews in the usual places.
Class A ERP Performance
Internal Business Process
Technology Affecting Business Imperative Decisions
Process Ownership of the Business Plan
Sales Planning as an Input to Demand Planning
Process Ownership in the Demand Plan
Running the NetChange Calculation
Why Develop Partnerships with Suppliers?
Shop Floor Control
Other Management Systems in the Business
Sales and Operations Planning
Timing for the SOP Process and the Monthly Closing
Capacity Planning in the Master Production Schedule
Master Scheduling Metrics
Education and Training
Class A ERP Performance Metrics
Other Six Sigma Tools
Appendix B Steps for Successful Class A ERP Implementation
95 percent APICS areas audit bill of material business imperatives business planning capacity certification Chapter Class A ERP companies components control group cost customer service daily data accuracy defined demand plan demand review documentation eliminate employees engineering environment ERP performance ERP process factory Figure focus forecast goals high-performance organizations implementation important inputs inventory strategy kaizen lean and Six location balances management system manufacturing master scheduler Material Requirements Planning measurement ment methodology metrics month monthly normally operations planning orders Pareto chart plan accuracy plan plan plan planning process plant manager predictable procedure process mapping process owner process ownership process variation product family project management requirements resource reverse auctions root cause root cause analysis rules of engagement S&OP process Six Sigma specific supplier supply chain management top-management planning topic understand waste week weekly performance review