- Organizational Chart Analysis
- 3P Model
- Runner, Repeater, Stranger (RRS) Analysis
Within Organizational Structures the main goal of a company’s organizational structure is to create the formal internal communication’s pathways for human interaction. It is also the key element that defines the inefficiencies and problems in case of growth and the main obstacle or catalyst for organizational changes. The organizational chart was compared to the physical plant processes and products to assess opportunities for improved alignment, teaming, accountability, and metrics. Organizing by value stream creates small businesses (value streams) so that focused box score metrics can be established for output, profitability, productivity, quality, customer satisfaction, employee engagement. Each value stream organization is a team with all the necessary support personnel reporting into the value stream leader.
The Production Preparation Process (3P) The purpose was to obtain a clear understanding of the complexity, as it relates to people and product flows, space requirements, and resources consumed in the operational and transactional environment. The production preparation process is a dynamic methodology that allows teams to achieve radical improvement, while try-storming. Teams can leverage this tool in the design of facilities, value streams, equipment, processes, products, web sites and services. The primary application of this tool is to gain a competitive advantage within the industry. In short, 3P allows rapid modeling of anything, and the goal is to create multiple breakthrough ideas. The actual 3P model is a physical scaled model of logistics, manufacturing, warehousing, and rail yards.
The RRS analysis assessment uses a statistical methodology to classify each active production part number as a Runner, Repeater or Stranger, based on coefficient of variation and shipment frequency. After part numbers are classified as RRS, the results can be used to analyze current levels of inventory and where needed, calculate more appropriate levels of finished goods inventory and work in process levels. The RRS analysis may also be applied to product rationalization, building run strategies and replenishment pull system schedules. Runners are parts that are run very consistently, are always on-hand in RM, WIP and FG and require very little management. These are high turn pull system products. Repeaters are like Runners, but there is more variation from week to week as to which parts are run and how many. They are still run with a pull system but have fewer turnovers than runners. Strangers are unlike Runners and Repeaters as they are low volume or frequency, there may not be any RM, WIP or FG on-hand and they will consume a lot of time to manage.
- Current to proposed organizational chart
- Manager to hourly ratios
- Current state 3P model
- Future state 3P model
- 3P Recommendations
- RRS categories by SKU
- Inventory report by RRS category by location