http://forums.industryweek.com Discuss any hot manufacturing topic here. en Wed, 16 May 2012 20:25:57 GMT vBulletin 60 http://forums.industryweek.com/IWImages/misc/rss.jpg http://forums.industryweek.com http://forums.industryweek.com/showthread.php?t=40001&goto=newpost Wed, 16 May 2012 15:55:05 GMT Customers who involve procurement in their purchases are in a stronger position to gain price concessions from their supplier. Why? Because procurement organizations see supplier pricing mistakes every day and use these mistakes to their advantage in price negotiations. Understanding common... Customers who involve procurement in their purchases are in a stronger position to gain price concessions from their supplier. Why? Because procurement organizations see supplier pricing mistakes every day and use these mistakes to their advantage in price negotiations. Understanding common mistakes will help you better understand what you need to do to maintain price when procurement is involved in the purchase decision. From the article "Ten Pricing Mistakes Suppliers Make With Procurement”, as published in the Professional Pricing Association's Pricing Advisor, as well as Control Magazine. The complete article can be found on the Articles page at[url="http://www.valuepg.com"].

Ten Mistakes: 1.Not understanding the culture, needs, and incentives of the procurement organization. 2. Sales representatives discusses only price not the value of their offering. 3. Assuming that procurement knows your value proposition. 4.Not recognizing customer cost of change from the incumbent to a new supplier. 5.Thinking Reverse Auction award decisions are based only on price. 6.Not acting quickly to pass on commodity driven cost increases. 7. Not capturing price by using your ability to help manage your customer’s risk. 8. A misguided view of strategic partnerships. 9. Expressing a weak financial (supplier) position in attempt to gain price. 10. Not getting involved in the customer’s New Product Development Process ]]> Manufacturing Talk JMB37637 http://forums.industryweek.com/showthread.php?t=40001 http://forums.industryweek.com/showthread.php?t=39681&goto=newpost Tue, 15 May 2012 21:33:14 GMT Everything you need to implement 5S in you plant: video, brochure, methodology,...
If you need more, just ask for it.

http://www.leanmco.com/?p=1946&lang=en ]]> Manufacturing Talk Lean MCO http://forums.industryweek.com/showthread.php?t=39681 http://forums.industryweek.com/showthread.php?t=39301&goto=newpost Tue, 08 May 2012 07:01:14 GMT Major challenges that usually encountered : 1. Failure to track inventory data accurately as there are huge number of items and high mix due to various composition. 2. FIFO/LIFO control can be inefficient and this will end with huge amount of wastage due to expiry. 3. Poor space... Major challenges that usually encountered :

1. Failure to track inventory data accurately as there are huge number of items and high mix due to various composition.

2. FIFO/LIFO control can be inefficient and this will end with huge amount of wastage due to expiry.

3. Poor space utilization.

4. Warehouse staffs are busy for locating right item and this result poor productivity.

5. Wrong item being sent to production for processing or customer.

Any idea to improve it? ]]> Manufacturing Talk estockcard http://forums.industryweek.com/showthread.php?t=39301 http://forums.industryweek.com/showthread.php?t=38931&goto=newpost Fri, 04 May 2012 07:55:22 GMT How long does measuring or inspecting irregular surfaces or large parts take you? How long does measuring or inspecting irregular surfaces or large parts take you? ]]> Manufacturing Talk FAROASIA http://forums.industryweek.com/showthread.php?t=38931 http://forums.industryweek.com/showthread.php?t=38351&goto=newpost Sat, 21 Apr 2012 03:20:44 GMT Is there a need to redesign your warehouse for better operational efficiencies? Several warning signs reveal that warehouse efficiency is deteriorating: - 1. Congestion, need more space to conduct warehouse activities 2. Delivery or shipping errors have increased 3. Order processing time has... Is there a need to redesign your warehouse for better operational efficiencies? Several warning signs reveal that warehouse efficiency is deteriorating: -

1. Congestion, need more space to conduct warehouse activities
2. Delivery or shipping errors have increased
3. Order processing time has increased
4. Warehouse activity’s efficiency has decreased (items misplaced, inaccurate inventory data)
5. Warehouse operating cost has increased

Does these sounds familiar in your current warehouse operation? If that is the case, you may have to seriously look into the possibility of re-design and re-layout your warehouse facility and operation.

There are many aspects you need to consider prior to re-design and re-layout your warehouse facility. Data collection and gathering is crucial that include:

A. Company policy

* Stock replenishment policy (such as just-in-time)
* Stocks keeping policy (price fluctuation, special offer, shortage)

B. Nature of business

* New business expansion or diversification plan (expand from manufacturing to retailing or trading)
* Product line expansion or diversification

C. Sales/Shipping Information

* Number of items or products shipped daily, weekly, monthly
* Products combination (low mixed but large volume or high mixed but low volume)
* Shipping patterns for daily, weekly, monthly or seasonality
* Number of customers
* Geographical locations expansion

D. Purchasing Information

* Number of items
* Number of SKUs, New packing, New cubic dimensions
* Receiving patterns (when is the peak)

E. Receiving/Put-away/Retrieval/Storage Information

* Number of items or products
* Number of SKUs
* Specifications of SKUs such as cubic dimension, weight, storage condition, turn ratio
* Throughput daily, weekly, monthly (Current and Future Projection)
* Seasonality of items or products
* Goods receiving patterns (daily, weekly, monthly)
* Number of suppliers
* Quality policy

Without good and adequate data, it is extremely difficult to include high degree of accuracy in your warehouse design and layout.

estockcard ]]> Manufacturing Talk estockcard http://forums.industryweek.com/showthread.php?t=38351 http://forums.industryweek.com/showthread.php?t=38341&goto=newpost Sat, 21 Apr 2012 02:06:56 GMT Hi I am new to here. I work in an electronics firm and take care of test engineering department. I am in charge of several hundred of ICT, Functional Tester and the biggest problem that I faced is to monitor the movement of those stuffs. There are 12 assembly line with different OEM customers... Hi I am new to here.

I work in an electronics firm and take care of test engineering department. I am in charge of several hundred of ICT, Functional Tester and the biggest problem that I faced is to monitor the movement of those stuffs. There are 12 assembly line with different OEM customers and also many different PCBA.

I am totally in the dark and manual recording is a nightmare to me. Can any one share your valuable comment or solutions? ]]> Manufacturing Talk gene http://forums.industryweek.com/showthread.php?t=38341 http://forums.industryweek.com/showthread.php?t=38101&goto=newpost Fri, 13 Apr 2012 15:58:48 GMT Heard an interesting factoid yesterday while at the Oh-Penn Interstate Region Manufacturing Workforce Summit yesterday in Youngstown, Ohio.

Among the speakers was a gentleman from Toyota, who discussed the automaker's comprehensive efforts to get and develop skilled workers for its U.S. facilities.

This factoid was shared not during his presentation but afterward when I managed to grab a few minutes of his time.

Toyota does extensive testing before hiring workers, he said, with tests running the gamut from technical skills to math, to soft skills, etc.

Guess which test appears to be the most predictive of success?

Math, he said.

How did Toyota figure this out? According to Toyota's Dennis Dio Parker, the automaker identified a group of individuals who were the "go to" people -- you know the ones, those folks you go to immediately to solve a problem that crops up on the production floor or with a machine. The extra highly competent ones.

Those "go to" people also had to have been employed at Toyota for at least five years.

Then Toyota looked at the results of the tests those "go to" people took back when they started. The results of the math tests, more than any of the other tests, correlated most highly with the success of the individual at Toyota.

I'm not sure what Toyota is doing with this interesting bit of information. I unfortunately had to let other people have a few moments with him as well!, so I didn't get time to follow up.

But it made me wonder if any of you other manufacturers do any follow-up of this type as well. And if so, what conclusions were you able to draw?

And P.S. I'll be writing about training the manufacturing workforce for our May issue. I'll share more from Toyota and other manufacturers' efforts to get and retain skilled workers. ]]> Manufacturing Talk Jill Jusko http://forums.industryweek.com/showthread.php?t=38101