What Manufacturing Control Systems do you need?
If you answer the following questions and email to us we will provide a free and confidential review of your manufacturing and supply chain control system needs using our expert systems. It will also indicate where you are not world class, indicating a development need.
More links to best practice articles and training below
Because the underpinning research for these expert systems was funded by the UK Government, this service is available free to UK manufacturing businesses only. It is not available to consultants.
Guide to answering
- Heading
- Complexity (of your business)
- Uncertainty
- Flexibility
1. Heading
| Company name: | |||
| Address: | |||
| Business Telephone Number: | |||
| Business (Type of business, main aims of business, part of business): | |||
| Tense (Past, present, future): | |||
| Industry: | |||
| No. of employees: | |||
| Turnover p.a. | |||
| Name of Senior Executive responsible for manufacturing: | |||
Which of the
following manufacturing strategies most closely describes
your business (if more than one type indicate proportions
of each type as approximate percentage of turnover):
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| Typical range of manufacturing lead times: | |||
| Typical range of purchased items lead times: | |||
| Longest purchased item lead-time: | |||
2. Complexity
| No | Aspects of your complexity | Y | N |
| C1. | Are more than 20% of the new products, requiring major process planning activity, introduced every year? | ||
| C2. | Are more than 10% of products manufactured only occasionally? | ||
| C3. | Do more than 10% of products have a cyclic or seasonal demand pattern? | ||
| C4. | Is the time taken to manufacture and/ or assemble typical products longer than the customers are normally prepared to wait? | ||
| C5. | Is material traceability essential? | ||
| C6. | Are more than 10% of raw materials, components, and/or sub-assemblies, valued at more than £10? | ||
| C7. | Is there need to control more than 1000 made in components (which go into higher level products)? | ||
| C8. | Are there more than 3 levels in a typical bill of material? (3 levels in a bill of material would be typified by an assembly made from a number of subassemblies, and subassemblies made from bought out components or raw materials). | ||
| C9. | Can more than 50% of products be categorised into product families? | ||
| C10. | Is there a need to control more than 1000 different bought out components (which go into higher level assemblies)? | ||
| C11. | Are there more than 1000 different bought out components which have a value of less than £1? | ||
| C12. | Are more than 7 manufacturing operations, requiring set ups needed to produce a typical component? | ||
| C13. | Are there more than 500 different work orders in progress on the shop floor at any time? | ||
| C14. | Is more than one manufacturing operation performed on a works order during a week? | ||
| C15. | Can the demand be met by using flow production techniques? | ||
| C16. | Are more than 3 resources being loaded to more than 60% of their available capacity? | ||
| C17. | Do the majority of the machines satisfy
all of the following criteria?
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| C18. | Do the majority of machines satisfy all
of the following criteria?
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| C19. | Are more than half of the machines part of a product focused shop floor layout (as opposed to a functional or process layout)? | ||
| C20. | Is there a need to book more than 500 stock transactions per week? | ||
| C21. | Is there a need to book more than 500 purchasing transactions? | ||
| C22. | Is there a need to book more than 500 shop floor transactions per week? | ||
| C23. | Does more than 1 site contribute to the manufacture and / or assembly of a typical product? | ||
| C24. | Is there commonality of components going into higher level sub-assemblies? | ||
| C25. | Is there a need to book more than 30 discrete sales orders per week? | ||
| C26. | Do most customers provide updated schedules to identify the latest demand? |
3. Uncertainty
| No | Aspects of the uncertainties surrounding your business | Y | N |
| U1. | Is it difficult to predict the length of life cycles for more than 50% of the products? | ||
| U2. | Are 50% of the products sold in at least 5 variations? | ||
| U3. | Is there a mismatch of more than 10% between actual consumption of components or raw materials and the dependent requirements generated by the bills of materials, due to factors other than yield losses (e.g. selective assembly)? | ||
| U4. | Is it possible to determine the cumulative demand for more than 70% of components, & raw materials by considering the demand for parent items? | ||
| U5. | Of a representative sample of current production drawings, is there an engineering change made to more than 50% of them within the last 12 months? | ||
| U6. | Do more than 98% of deliveries from suppliers or sub-contractors arrive on time? | ||
| U7. | Are more than 5000 parts per million, or 0.5 % of the components received from suppliers or sub-contractors rejected, or subject to concessions, because of poor quality? | ||
| U8. | Are bottleneck machines broken down for more than 5% of their available capacities? | ||
| U9. | Are the yield losses during production
represented by either of the following criteria? More than 2% yield loss. OR More than 5% variation in yield |
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| U10. | Are rework levels during production,
represented by either of the following criteria? More than 2% of production is reworked. OR More than 5% variation in the level of rework. |
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| U11. | Do spares represent more than 10% of the production load? | ||
| U12. | Is the shop floor absenteeism level more than 5% of the available hours? | ||
| U13. | Are there good stores accuracy/disciplines? |
4. Flexibility
| No | Aspects of your flexibility | Y | N |
| F1. | Does the company have flexibility to cope
with revisions in customer demand due to any of the
following factors?
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| F2. | Are the products designed with the aim of making them as easy as possible to manufacture and /or assemble? | ||
| F3. | Do more than 10% of the products have alternative production methods or operation sequences? | ||
| F4. | Is the latest manufacturing technology used to increase the number of separate manufacturing operations that can be carried out at one set- up? | ||
| F5. | Can more than 20% of shop floor employees perform at least 4 different operations? | ||
| F6. | Can all bottleneck machines be set up in less than 30 minutes? | ||
| F7. | Has the manufacturing system been designed to make it appropriate to the needs of the business as a whole? | ||
| F8. | Is the number of levels in the organisational structure from the site general manager to machine operator, less than or equal to 4? | ||
| F9. | Do the unions view change positively and constructively, having either facilitated changes in the past, or, indicated that change could be negotiated in the future? | ||
| F10. | Are formal organisation mechanisms (such as to agree production plans, or to smooth the introduction of new products, or deal with engineering change) used to aid inter-departmental communication? | ||
| F11. | Has demonstrable change been facilitated by progressive attitudes and cultures due to willing co-operation between management and employees? |
Email your answers in strictest confidence. (See Contact us for details)
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This topic is covered by a number of workshops depending on the issues raised in completing the questionnaire, but workshops focused on control systems selection are:
SSC02: Material Control Systems Selection
M05 Simple Capacity Planning and Control
M11 Simple Ways to Maximise Output & Workflow
To discuss your consulting or training needs with one of our independent consultants or trainers please Contact Us.
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Summary: Best Practice Business Processes |
Ó SM Thacker & Associates (Consultancy and Training Specialists) April 2000 V2 August 2007