1 Project Selection Submitted by:Site Location Project Description (M-Mfg. & T-Transactional) Est.Savings ($US) Est.EBIT ($US) Mike FieramoscaWestminsterNo.

Slides:



Advertisements
Similar presentations
Confidential MRO Sales &Vendor Managed Inventory Services Norvell Eutsey
Advertisements

The future of bancassurance: Rebuilding confidence
John Wiley &Sons, Inc c GLOBAL PRICING Chapter Thirteen.
McGraw-Hill/Irwin Copyright © 2009 by the McGraw-Hill Companies, Inc. All rights reserved.
Supply Chain Logistics Management
Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin Enterprise Resource Planning MPC 6 th Edition Chapter 1a.
Bringing Profitability Into Focus Optimizing the Chemical Value Chain
Owens & Minor.  Market dynamics and the developing trends.  What is the Supply Chain continuum?  How to baseline & the benefits of moving towards best.
Entrepreneurial Strategy Generating and Exploiting New Strategies
Logistics and Supply Chain Management Chapter 16 with Duane Weaver.
1 Chapter 9 Information Flows and Technology Lee, Yen-Feng.
Design, pageRaffoBA Design and Technology Design, pageRaffoBA Scope of Operations Support from Accounting, Finance, Human Resources, Information.
Flowchart Presentation Page 4 Allen Salas Calvin Kong Claudia Fung Jack Ponvanit Mark Kang Navid Rafiee.
Materials Management BUS 3 – 141 Quality and Specification Leveraging Technical Excellence Week of Aug 31, 2010.
Transportation Seventh Edition Coyle, Novack, Gibson & Bardi © 2011 Cengage Learning Chapter 1 Transportation: Critical Link in the Supply Chain 1 © 2011.
Enterprise Applications and Business Process Integration
University of Southern California Enterprise Wide Information Systems Customer Order Management (Continued) Instructor: Richard W. Vawter.
Supplementary Lecture Real Estate Market Analysis 4 Market Analysis Defined –A study of real estate market conditions for a specific type of property.
BEST PRACTICES IN THE SEARCH & SELECTION OF A 3PL PARTNER OPERATIONS SUMMIT 2013 Presenters: Rick Hall – VP, Client Success, FIFTH GEAR Matt Konkle – President,
Supply Chain Management Common Learning Block I Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the.
OMSAN LOJİSTİK. Supply in the Logistics Strategy Procurement and Supplier Relationship Management Latin America Logistics Center Logistics Management.
Carl Holmes Christy Lee Vendor Information SAP is headquarters is in Walldorf, Germany. Largest computer software company in the world. 47,804 employees.
Evinta - IBE A primary customer facing module through which the airline generates ticket sales & ancillary revenues. Offers a customized shopping experience.
OMSAN LOJİSTİK. Vendor Managed Inventory (VMI) Inventory Planning and Management Latin America Logistics Center Logistics Management Series -
Chapter 16 Global Logistics and Materials Management.
Page  1 YOUR LOGO Work Flow Basic Set Sales and Distribution 1 Meeting with customer Clearance with customer Negotiation with customer Conclusion of transaction.
IT and Business Models Chapter 10 Value chain and organizational systems: activities and organization.
SAP ERP Manufacturing Solutions. Manufacturing Scope items.
8-1 McGraw-Hill/Irwin Operations Strategy Copyright © 2008 The McGraw-Hill Companies, Inc. All rights reserved. Coordinating the Supply Chain Chapter 8.
© 2005 Right90, Inc. All rights reserved. Manufacturing 101 For Salesforce.com.
Dataman’s Capabilities Showcase and Value Proposition.
HP DeskJet Case: Background  High volume, high speed manufacturing in Vancouver  Many different models, all completed in Vancouver  Three distribution.
BONAFIDE MARITIME TRADERS. SALES Life Saving Appliances Fire Safety Appliance Communication & Navigational Equipments Deck/Engine/Saloon/Electrical Provisions.
The Whys and Ways of IT Distribution Steve Raymund Chairman Emeritus Global Technology Distribution Council and Chairman and CEO Tech Data Corporation.
8 - 1 Copyright © 2006, The McGraw-Hill Companies, Inc. All rights reserved.
J.Kulp. 3/06 Why Outsource? A summary discussion of why companies decide to outsource. Simply stated, the decision to outsource is made to positively effect.
Preliminary Results Tom Glocer Chief Executive Officer 18 February 2003.
1 Black Belt Selection Submitted by:Site LocationBlack Belt CandidateCurrent Position M.FieramoscaWestminsterBruno LenartDirector, Quality Engineering.
TAYLOR INCORPORATED INVENTORY MANAGEMENT CHALLENGE.
7-1 McGraw-Hill/Irwin Operations Strategy Copyright © 2008 The McGraw-Hill Companies, Inc. All rights reserved. Business Process- Focused Strategies and.
© BMA Inc All rights reserved. Decision Making.
Technology Supply Chain Management
Marketing GREWAL / LEVY M 14 Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin POM 131
Service Order Dispatching and Management Fields Service & Repairs.
Wood Group – an overview A global market leader in: - services for the oil & gas and power generation markets - deepwater engineering - enhancement.
© 2003 McGraw-Hill Companies, Inc., McGraw-Hill/Irwin INTEGRATING SUPPLY CHAIN AND LOGISTICS MANAGEMENT 16 C HAPTER.
© 2002 Six Sigma Academy Tyco Safety Products Business Unit Results Steve Marra.
PROPRIETARY  2003 Data Research Analysis & Consultancy Solutions All Rights Reserved. This is achieved by: Improving availability / reducing stock outs.
Lalit Panda, SVP SC and IT, Harman Consumer Group, Inc. Consumer Returns Oct 28 th 2008, Atlanta Making a Business Case for IT Investements in Reverse.
1 Project Selection Black Belt (BB) Project Champion (PC) Site LocationProject Description (M-Mfg. & T-Transactional) Est.Savings ($US) Est.EBIT ($US)
McGraw-Hill/Irwin Copyright © 2011 by The McGraw-Hill Companies, Inc., All Rights Reserved. Chapter 4 Supply Processes and Technology.
Central Issuance Registry Presentation for End-Users November, 2008 Special Note: This presentation includes information on Datacard Group’s long range.
Chapter 7 DEMAND MANAGEMENT MANAGING SUPPLY CHAINS A LOGISTICS APPROACH 9e COYLE | LANGLEY | NOVACK | GIBSON ©2013 Cengage Learning. All Rights Reserved.
Complete Distribution Operations Automation
The Desk Jet Supply Chain
eSPL Innovative Management Technology
Software Solutions for E-Business
e-Thematic Thematic Network on e-Fulfilment
SYSPRO Business Model Flows
Channel Sales Optimisation
DI Supplier Development project Operated by Valcon & Implement
Ford of Europe: Successfully Managing Dealer Inventory with SAP® Service Parts Planning Objectives Improve customer service through improved parts availability.
Common Learning Blocks
Procurement’s Impact on Logistics.
Supply Chain Network and Optimization Executive Seminar
Company Name & Logo Project Name Date.
Work Flow Basic Set Sales and Distribution 1
Distribution System.
Practical methods for reducing stockholding
Supply Chain Overview Supply Chain Metrics
Presentation transcript:

1 Project Selection Submitted by:Site Location Project Description (M-Mfg. & T-Transactional) Est.Savings ($US) Est.EBIT ($US) Mike FieramoscaWestminsterNo Fault Found (T)$TBD Mike FieramoscaWestminsterOrder Entry Process(T) Project within Order Delivery Cluster $TBD Mike FieramoscaWestminsterReturns (T) Project Within Order Delivery Cluster $TBD Mike FieramoscaWestminsterLost Opportunities (T) Project Within Order Delivery Cluster $TBD Mike FieramoscaWestminsterPlanning (T) Project Within Order Delivery Cluster $TBD

2 Project Selection Submitted by:Site Location Project Description (M-Mfg. & T-Transactional) Est.Savings ($US) Est.EBIT ($US) Mike FieramoscaWestminsterOrder Accuracy (T) Project within Order Delivery Cluster $TBD Mike FieramoscaWestminsterProduct Launch Process (M)$600K Mike FieramoscaWestminsterSSD Yield (M) Project within High Volume Yield Cluster $200K Mike FieramoscaWestminsterNotification Device Yield (M) Project within High Volume Yield Cluster $50K Mike FieramoscaWestminsterProduct Offerings (M)$TBD

3 Project Selection Submitted by:Site Location Project Description (M-Mfg. & T-Transactional) Est.Savings ($US) Est.EBIT ($US) Mike FieramoscaWestminsterShadow Systems (M)$350K Mike FieramoscaWestminsterInventory Management (M) Project Cluster including (1)Inventory Accuracy; (2)Inventory Planning; and (3)Demand Forecasting. $TBD Micheal CorkeryBoca RatonAlternate Sales Channels for Labels (M)$300K Micheal CorkeryBoca RatonReplace the Rogue Repair Centers. Re-Engineer / Define Clear & Customer Focused Repair Operation (M) $TBD Micheal CorkeryBoca RatonAttain the ability to identify and accurately capture and invoice in vs out-of-warranty repairs (M) $200K

4 Project Selection Submitted by:Site Location Project Description (M-Mfg. & T-Transactional) Est.Savings ($US) Est.EBIT ($US) Micheal CorkeryBoca Raton & Atlanta Freight Invoice Post Audit Process (M)$500K Micheal CorkeryAtlantaImprove Forecasting Process Sales Group / Demand Planning (M) $TBD Micheal CorkeryPuerto RicoAutomate Tray Filling Process and Label Production (M) $250K Micheal CorkeryPuerto RicoImprove Molding Productivity (M)$200K Micheal CorkeryPuerto RicoReduce / Eliminate Roll Down Process (M)$500K

5 Project Selection Submitted by:Site Location Project Description (M-Mfg. & T-Transactional) Est.Savings ($US) Est.EBIT ($US) Micheal CorkeryPuerto RicoInvestigate the use of new materials for Label Production (M) $1,000K Micheal CorkeryTBDOutsource High Volume PCBAs. Low Volume PCBAs remain in-house (M) $2,000K Micheal CorkeryCorkRe-Engineer Repair Center offering in Europe (M) $500K Micheal CorkeryCorkRolled Label Productivity Improvement (M)$200K Micheal CorkeryTBDNew Product Justification Process (M) Reserve Project $TBD

6 Project Selection Submitted by:Site Location Project Description (M-Mfg. & T-Transactional) Est.Savings ($US) Est.EBIT ($US) Micheal CorkeryTBDRationalized Product Offering (M) Reserve Project $TBD Micheal CorkeryTBDGrey Market Tag Attack (M) Reserve Project $TBD Micheal CorkeryTBDLogistics and Distribution Optimization (M) Reserve Project $TBD Steve DarrTorontoPIPO Engineering Change Phase-In,Phase-Out (M) $305K Steve DarrTorontoCyclops (M)$250K

7 Project Selection Submitted by:Site Location Project Description (M-Mfg. & T-Transactional) Est.Savings ($US) Est.EBIT ($US) John McStravickMonroe642 Cartridge Modification (M)$150K John McStravickMonroeReduce Mfg.Cost of HUD Assembly (M)$215K John McStravickMonroeReduce Scrap & Rework in Assembly Process (M) $175K John McStravickMonroeMolded Parts Scrap/Rework Reduction (M)$200KJohn McStravick Mark VanDoverMarinetteCapacity Upgrade to FORAY ABC Dry Chemical Plant $TBD

8 Project Selection Submitted by:Site Location Project Description (M-Mfg. & T-Transactional) Est.Savings ($US) Est.EBIT ($US) Mark VanDoverMarinetteRedline Extinguisher Cost Reduction Iniative$TBD Mark VanDoverWindsorFlag Extinguisher Cost Reduction$TBD Mark VanDoverWindsorAuto Fill Line$TBD Russ KamisLancasterScrap Reduction of Chemical Oxygen Generator Fabrication (M) $200K Russ KamisLancasterEfficiency Improvements with Assembly in the Cylinder and Valve Cell (M) $50K

9 Project Selection Submitted by:Site LocationProject Description (M-Mfg. & T-Transactional) Est.Savings ($US) Est.EBIT ($US) Don LymanSan DiegoAD Back Office Project Cluster Includes (1)Service, (2)Repair, & (3)Order Entry $TBD Don LymanSan DiegoSupply Chain Improvements Demand Forecasting Integration with Operations $TBD David StonehouseWalthamstowRework Reduction$TBD David StonehouseWalthamstowIncreased SMA Rates$TBD David StonehouseEchtEuropean Transfer Management Process$900K

10 Project Selection Submitted by:Site LocationProject Description (M-Mfg. & T-Transactional) Est.Savings ($US) Est.EBIT ($US) David StonehouseLetchworth & Echt European Order Management$250K David StonehouseTBDEuropean Forecasting Process$500K$250K David StonehouseEchtWarehouse Productivity$138K David StonehouseGreat YarmouthFirst Time Yield$75K$300K David StonehouseGreat YarmouthOn-Time Delivery$300K

11 Project Selection Submitted by:Site LocationProject Description (M-Mfg. & T-Transactional) Est.Savings ($US) Est.EBIT ($US) Steve YouKoreaCost Savings by way of Product Development (M) $220K Steve YouKoreaCost Savings by Refurbishing Operation Improvement (M) $220K John McStravickSkelmersdaleTo Be Identified Reserve Placeholder $TBD John McStravickSkelmersdaleTo Be Identified Reserve Placeholder $TBD Mark VanDoverCoatecocke Quebec To Be Identified Reserve Placeholder $TBD

12 Project Selection Submitted by:Site Location Project Description (M-Mfg. & T-Transactional) Est.Savings ($US) Est.EBIT ($US) Mark VanDoverCoatecocke Quebec To Be Identified Reserve Placeholder $TBD

13 Project Selection Submitted by:Site LocationProject Description (M-Mfg. & T-Transactional) Est.Savings ($US) Est.EBIT ($US)

14 Project Selection Submitted by:Site LocationProject Description (M-Mfg. & T-Transactional) Est.Savings ($US) Est.EBIT ($US)

15 Project Selection Submitted by:Site LocationProject Description (M-Mfg. & T-Transactional) Est.Savings ($US) Est.EBIT ($US)