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to Rick from the factory where I had spent a week working with Mr. Shimura of Shingijutsu and Reiko, his interpreter. I was making the transition from teaching classes and running simulations to making real change in real factories (that weren’t mine!). MONDAY: 2 PERS 1 MACHINE. TODAY: 1 PERSON 2 MACHINES.
Physical security — A server in an office or a factory can be accessed, damaged or even stolen. The IT team responsible for the ERP application should also be an integral part of practice exercises for cyberattack response. The post How to secure your ERP system appeared first on SYSPRO Blog.
The company operates 7 sugar cane processing factories in Brazil, in a cluster located in the northwest region of Sao Paulo state. Decision-making goes from a highly tedious and error-prone exercise to a process that combines computational intelligence with the business knowledge needed to analyze the optimizer’s results.
In the first blog on streamlining manufacturing , we discussed how OEE (Overall Equipment Efficiency) and MOM (Manufacturing Operations Management) can improve manufacturing processes. The problem is that many factories are limited in this area because they have older legacy equipment. How to instrument older plant equipment for MOM.
But to understand how to do that requires information, and therefore the question is how to get accurate data to check that the plant, and the people on the shop floor, are performing? In other words, VSM was an exercise, not part of a plan for improvement with a deployment strategy. The importance of digital manufacturing.
The company operates 7 sugar cane processing factories in Brazil, in a cluster located in the northwest region of Sao Paulo state. Decision-making goes from a highly tedious and error-prone exercise to a process that combines computational intelligence with the business knowledge needed to analyze the optimizer’s results.
With the justification aside, they next had us go through exercises calculating net present value and ROI for a hypothetical capital investment in tooling – as though a shop floor supervisor would do this at any point in the course of their job. “You guys are showing me how to run a business if I end up starting one.”
Exercise trackers like Fitbit or Garmin are part of an IoT network that collects and analyzes data from objects – people. Used with a Manufacturing Operations Management (MOM) system, manufacturers can digitize the factory to gain insights that will allow processes and workloads to be optimized. How to implement an IIoT project.
Wholesale food distributors and producers had to figure out how to sell directly to the public. Broadline food distributors learned how to price restaurant-quality meat in family-sized packages and coordinate curbside pickup. More consumers purchased bigger, bulkier items – furniture, exercise equipment, etc. Overall, U.S.
The trick is to figure out how to do this without inhibiting the delicate balance of the increasingly global economy. A post-9/11 simulation exercise forecast that closing the nation's ports for 12 days would cost the economy roughly $58bn. If supply were disrupted at just one major port, what economic problems would a U.S.-wide
Within this discipline, one of the toughest challenges is how to get visibility to problems arising across the extended supply network. But the further up the supply chain BD went, the less incentive suppliers had to participate in these exercises. Supply Chain Chaos is the New Norm.
But with the vulnerability of such ultra-dependence on China now exposed, business managers should be planning how to increase the resilience of their supply chains. Once this exercise is completed, your company can then assess the risk from tier-two suppliers onwards. 3) Shorten Your Supply Chain—Source Locally.
If profits start to decline afterwards, your CTS data can offer valuable information about what changed and how to get back on track. For example, a CTS analysis may show you that customers ordering directly from you at your factory also generate lower costs in transport and inventory costs. Collecting and Using Cost to Serve Data.
Toyota Lean Management is a management philosophy that teaches team members how to solve problems in a way that is effective and sustainable. By surfacing the problems and then thinking through how to solve the problems, we teach the team how to think and take responsibility. We Consistently Ran Out of Certain Chemicals. "At
Another could be simply knowing how to fix the problem rapidly. Rather than just spending time and money on it, they can also learn how to make BCM add to their profit and growth. Plan how to handle these if they arise. Examples include having your factory located in an area prone to flooding every few decades.
This covers security policies, threat awareness, security training, exercises. Factories and warehouses can be built away from other buildings. Standards let you agree with other supply chain partners on how to handle security. Goods origination, third-party security, foreign customs are examples. Security awareness.
According to DB Schenker, the programme is based on a total of six exercises – each of which instructs learners about the various steps involved by encouraging ‘playful’ learning. Even new or temporary staff can fulfil tasks at top quality as the AR solution shows what to do and how to do it. Essential in future.
Historically, this product ‘footprinting’ exercise was both tedious and expensive. Companies have to understand what internal and external data drivers they need, where they come from, and, once you’ve got the information, how to manage it so that it makes sense within the platform.
Toyota Lean Management is a management philosophy that teaches team members how to solve problems in a way that is effective and sustainable. By surfacing the problems and then thinking through how to solve the problems, we teach the team how to think and take responsibility. WE CONSISTENTLY RAN OUT OF CERTAIN CHEMICALS. "At
On the other hand, when in transit from factory to distribution centre, or DC to retail outlet, the enemies of food companies are not so much each other, but rather costs, delays, and risk. Any company that thinks collaboration can work as a “throw it over the wall” exercise is likely to be disappointed. Enough time.
On the other hand, when in transit from factory to distribution centre, or DC to retail outlet, the enemies of food companies are not so much each other, but rather costs, delays, and risk. Any company that thinks collaboration can work as a “throw it over the wall” exercise is likely to be disappointed. Enough time.
It can find and learn from patterns in big data sets to make predictions, such as when a machine is likely to fail in a factory, which external signals will most impact a demand forecast, or what actual lead times for parts will be.
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