Business Management Health Assessment (BMHA)
“Designed for the Manufacturing Industry”
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PARTNER MANAGEMENT & STRATEGIC PROCUREMENT
QUESTION => Manufacturers – Are you achieving 500% + on Overall Equipment Efficiency (OEE)? Are you achieving the planned ROI?
For Operations & Business Management and to recap last weeks’ blog statement; “If there ever was a more important question for Operations & Business Management“, the question above is a gateway to attaining a desired condition for overall factory business health. There are a number of key business intentions for a manufacturer. Making a descent ROI is one of them and at the top of the list. Employee satisfaction, initiatives, advancement of technology, productivity are others to name a few. Measurement and monitoring of ROI needs OEE to navigate the challenges and threats to a planned and expected ROI.
If you haven’t come across a past blog article [Enhancing Manufacturing Execution Systems (MES) by integrating OEE and EBITDA – LYNX Business Management Group (lynxbmg.com)], it may be worth the additional read. We discussed the importance of continual performance measurement that not only helps, but the process provides accurate information to support remedial action required to improve a manufacturers profitability and growth potential. It has many other knock-on affecting benefits as well.
This week, we are focused on discussing the OPERATIONS MANAGEMENT side of the business. (The execution of S&OP – Sales and Operations Planning). S&OP is a marriage of intake and production output to plan. If these processes are not well structured and integrated within the manufacturing organization, the likelihood of achieving the business objectives and goals is in serious jeopardy.
The Operations leadership have a huge accountability and responsibility being the coach & guardian of the business plan execution. As the saying goes “the buck stops there” whereby the meat and potatoes are made at the factory floor level. In the end, the entire leadership team is accountable for the business, however, the Operations leadership needs to execute and provide feedback for change and corrective action by the management within the business considering the entire value chain from design to delivery and services provided.
We look at a number of business categories affecting the success of Operations:
- Business Development & operational objectives
- A balanced customer integration
- Inventory management
- Operational business management systems
- Production Performance
- Manufacturing standards
- Effective & Informative key performance indicator programs
- Boots on the ground management
- Resource mentoring
- Production Workflows
- And many more …
Any one of these integrated elements can be expanded upon that makes up the manufacturing organization. In the end, the topic categories are not rocket science, however, how an organization plans and manages these are critical to the business.
We encourage you to reach out to us on this topic. We are practitioners with a true passion to help manufacturers like you meet your objectives. It costs nothing to enquire, and we wager that you will be glad that you did.
Next weeks article will be focused on ‘QUALITY ASSRUANCE IN OPRATIONS.
Extended support by LYNXBMG enables manufacturers like you to execute continual improvement through mentoring of personnel and optimization of your operating processes.
Flexible Product Options:
With a completed BMHA, we guarantee leadership will have clarity on:
- The level of congruence within the functions planning, managing, and controlling the company.
- The level of congruence and integration of the management processes used to drive the company.
- The alignment of the business plan to the company’s core objectives.
- Strengths, weaknesses, opportunities, and threats within the company.
- Opportunities for cost reduction and performance improvements affecting overall equipment efficiency (OEE).
- Procurement and purchasing leverage opportunities.
- Operations and Quality Assurance alignment.
- Organization readiness & prioritization of what to focus on to develop the business.
- Progressive steps to achieving a lean enterprise.
- Expected ROI from development actions taken ~ 500+% based on OEE improvement to manufacturing quality, efficiency, resource allocation & management processes.