Articles
The following is a list of articles and white papers which you might find interesting to download and read. Do not hesitate to get in touch with us if you would like to discuss any of the issues raised.
From Sales and Operations Planning to Integrated Enterprise Leadership
Many companies have implemented "SOP". The missing ingredient is Leadership. This article
reviews the different models of "SOP" and shows how Integrated Enterprise Leadership
brings all parts of the company into one vision, one direction and one team. It complements
our Integrated Business Leadership course.
Integrated Business Leadership and reorganisation
We come across many companies who don't want to implement "Integrated Business
Leadership" as they are too busy reorganising. This article shows how IBL complements
reorganisation as a way of developing a successful business that will join up all parts of the
company that will create one direction, one direction and one team to deliver the new
strategy.
Companies implementing ERP systems often rely purely on the systems
companies to help with the implementation. However very often they do not
deal with the implementation of key areas like Sales and Operations Planning,
data accuracy or most importantly "culture change" - getting people to follow
the formal processes. This article describes everything that should be done to ensure
a successful ERP implementation, and complements our ERP Implementation course.
Seven Habits for successful ERP implementation
A key part of an ERP implementation is to bring about culture change. The most
difficult aspect is to break the habits of a lifetime. This article describes the seven
areas which require a fundamental change in attitude to support the ERP
implementation.
White Paper on how to Pilot your ERP system
In implementing an ERP system, it is crucial to try before you cry. Software
companies test the functionality of the system. However this does not test
if all of the people processes and systems work together in harmony. The
Delos three step pilot approach makes sure that the company can operate
after going live - thus avoiding the painful agonies that many suffer.
Sales Forecasting and Demand Management
One of the trickiest parts to tackle in any manufacturing company is the
process for Sales Forecasting and Demand Management. This article
lays out the why, when, how and who of forecasting and demand
management to help you get this all right. It is complemented by our
Sales Forecasting and Demand Management course
Flowcasting - an Executive guide
One of the revolutionary ways of managing the Demand Chain through to
the consumer is adopt the systems, processes and philsophies of
Flowcasting. Andre Martin and Darryl Landvater were innovators in
bringing MRP II systems to the manufacturing arena. They are innovating
in the retail arena - pursuing the idea of "why forecast, when you calculate?".
Forecast based on EPOS data, and calculate and manage your customer's
requirements to the drum beat of real demand.
Too many manufacturing companies find they lack control of their supply
chain, and end up firefighting and running around like headless chickens. This
is many times because they lack a formal planning control process. This article
describes the detail required to support an effective supply chain management
process, and the policy can easily be adapted to suit your organisation. It
complements our supply chain management course.
British Manufacturing has been dominated by traditional accounting practises, which
report the wrong things, drive the wrong behaviours, and make the wrong decisions
in support of the only area where we can add real value to the economy, It is
time for a change. This article by Ross Maynard - a thought leader in the accounting
world - outlines how Throughput accounting provides a breakthrough in
financial management. This complements our Lean Finance course.
Development of a Lean Cost model requires the development of effective
"Value Streams" which identify how and where your company derives real
value. This breaks down the traditional functional silos. To support this
companies will need to create the role of a Value Stream manager responsible
for making sure that the business optimises value and not just profit or cost.
Integrated Performance Measurement - antidote to initiativitis
Many companies drive their management in the wrong direction with the
wrong behaviours by having the wrong performance measures - built
around overhead recovery, beating the budget, and beating targets. Companies
should drive the right behaviours with an integrated set of measures which
will drive the right performance, rather than continually chase after initiatives
to increase company performance - like inventory reduction and cost down.
This complements our Performance Measures course.