All
courses are available on-site - Call APICS Orange County
Chapter for a quote.
(949) 429-2200
Location
|Register
The one-day seminars
provide an opportunity to:
Earn certification maintenance points for CPIM, CPM, and
more.
Spend a day focused on a specific topic.
Exchange ideas and experiences with others who have interest
in the topic.
Schedule: All Classes 8:00 am - 4:00 pm Registration
starts at 8:00 am
Food: Coffee and rolls are provided. Lunch is on your own.
COURSE
AND SEMINAR REGISTRATION LOCATION:
|
Newport
Corporation
1791 Deere St.
Irvine, CA (map)
|
 |
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Terms & Conditions
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by Mail | Register
On-Line
Your valid membership number and current membership status
are required to qualify for member prices. Non-member price
will be charged if your membership has expired or an invalid
membership number is provided. Prices valid thru July 2008.
Returned check fee is $35.00. REFUNDS: if you cancel prior
to the first class meeting, your registration for the cost
of the seminar, less a $35.00 handling fee, will be refunded.
If your cancellation request is received after the event
begins, we reserve the right to deny the refund. Refunds
will be made via the same method payment was received by
Orange County APICS.
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credit card payment instructions.
Who
should attend?
• Senior managers
• Operations professionals
• Department managers
• Engineers - design, manufacturing, process
• Others who want to learn how to implement lean practices.
PHYSICAL
CONTROL OF INVENTORIES AND CYCLE COUNTING
Inventories represent a company’s largest
financial asset. Rigorous physical control of inventories
and 98+% inventory record accuracy are vital to the successful
and profitable operation of an enterprise. Each day, decisions
involving large sums of money are based upon on-hand and
on-order inventory balances. If these balances are in error,
the result will be excess inventories, part shortages, missed
schedules, high expediting costs and potential exposure
to inventory write-offs.
Effective cycle counting programs provide
the means to monitor the level of accuracy and to identify
the source of record errors. Many companies that have successfully
implemented cycle counting no longer perform costly and
ineffective periodic inventories - a typical source of record
errors.
Ample opportunity will be provided for participant
questions and answers from experienced instructors.
You will learn and understand:
•The transaction data that impact inventory records
and values
•To control inventory related transactions
to assure record accuracy
•The essential elements and transaction
edits for accurate reporting
•The prerequisites for effective physical
control of inventories
•Effective techniques for storing inventory
•Proven techniques to measure record
accuracy
•Procedures for accurately performing
cycle counts
•How to reconcile errors found during
the cycle counting process
•Processes for conducting effective periodic
physical inventories
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THE
PLANNER’S JOB
How to Make the Most of the Buyer and Planner’s
Precious Time
Planners are responsible for executing Material Requirements
plans. This dynamic, interactive seminar is for new and
experienced planners and those who regularly interface with
the planners on a regular basis. The advantages and benefits
many companies have gained by implementing the buyer/planner
concept will he presented.
The presentation will be peppered with “horror
stories” and examples of the wrong way planner’s
and their managers are performing their responsibilities.
The seminar leader will emphasize the importance of the
planner in a world class manufacturing organization, and
how they can maximize the benefits from the MRP process
and avoid the problems experienced in many companies.
The instructor will discuss the issues regarding
the buyer/planner concept and how many world-class companies
have successfully implemented this very effective concept.
What you will learn:
•Overview of the formal planning & control
•Functional responsibilities within the
formal system
•The promise and hope of MRPII and JIT
•How to screw up the formal system
•Approaches to managing a planning organization
•How to effectively respond to MRP action
•How to cope with and correct problems
impacting the execution process
•How to implement the buyer/planner concept
•How to measure the effectiveness of
the Purchasing and Production Control function
In addition to the above topics, much of the
afternoon session will be a series of team-based real world
scenarios which planners face every day. Participants will
brainstorm potential solutions, and then present their solutions
to the group. You will provide opportunities to address
issues, which you face on a daily basis.
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CREATING
A LEAN ENTERPRISE
Organizations are reducing their supplier
base by up to 95 percent. Unless a company increases its
productivity and provides products and services of the highest
quality, at the lowest cost, in the shortest amount of time,
it may cease to exist.
The Lean Enterprise strives to achieve and
sustain a strong competitive advantage within its industry.
It determines its value stream from the producer of raw
materials through delivery of products to the final customer.
Lean thinking is a common sense based set
of principles and tools to reduce waste and increase value.
It focuses on understanding value as defined by the customer
and the elimination of non value-adding activities throughout
the organization and the supply chain. This focus enables
the organization to increase the effectiveness and efficiency
of its resources resulting in greater flexibility in responding
to changes in customer requirements, technology and moves
by the competition.
Lean concepts have extensive application in
every functional area within the enterprise. Examples of
waste can be found within almost every process. Processes
can be simplified, throughput time reduced and employees
shall be empowered to continuously improve every task.
Participants will have the opportunity to
share experiences and current practices. In the class, you
will work together to apply the lean concepts you have learned
to improving specific processes.
You will learn how to:
• Recognize the difference between value-adding activities
and waste.
• Identify tools used to reduce waste.
• Recognize the differences between radical and incremental
change.
• Get started implementing lean thinking.
Topics covered in this interactive seminar
include:
• Lean thinking concepts.
• Value stream concepts and mapping.
• Organizational opportunities to improve processes.
• Tools to improve the flow of work.
• Tools to improve the quality of the outputs of processes.
• Collaboration with customers and suppliers.
• Types of change and change management.
• Performance measurement to reinforce lean thinking.
• Lean implementation approaches and considerations.
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MRP
(MATERIAL REQUIREMENTS PLANNING)
Material requirements planning is a set of
techniques that uses item master data, bills of material,
on-hand and on-order inventory records, and the master production
schedule to calculate the time phased requirements for inventory
items. MRP is the execution of higher level plans approved
by the senior management team.
The MRP process is but a series of calculations
that recommend action by the appropriate planner. During
this course you will gain an understanding of why so few
companies are achieving the real potential benefits from
their MRP system. The causes of this deficiency will he
explained and proven corrective actions will be discussed.
Those companies that have successfully implemented
MRP have experienced dramatic improvements in terms of lower
inventories, fewer part shortages, reduced costs, improved
on-time shipment of customer orders, increased productivity
in both manufacturing and its support functions, improved
supplier relations, shorter lead times, and most importantly
INCREASED Profitability.
You will learn and understand:
•The key input elements to the MRP process and their
importance
•How to maintain the integrity of this
input data
•How to perform the calculations within
the MRP process to determine when to replenish inventory
•The use MRP outputs for order action
and rescheduling
•The techniques for maintaining valid
priorities within the MRP process
•Effective corrective actions to meet
required dates and overcome delays
•The critical success factors to assure
the success of the MRP system
•The functional responsibilities for
maintaining accurate data
•The key elements to measure performance
of the MRP system effectiveness
There will be several exercises to help you
understand the MRP process.
Knowledgeable instructors will address critical issues relating
to your work environment
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CAPACITY
MANAGEMENT
Capacity
management is the function of establishing, measuring, monitoring,
and adjusting the levels of capacity to achieve manufacturing
plans and schedules. Effective management of capacity is
of vital importance in improving on-time deliveries and
manufacturing productivity, and in reducing lead-times,
inventories and costs.
Capacity
management is executed at four levels
•Production
Plan - Resource Requirements Planning
•Master Schedule - Rough-cut Capacity Planning
•Material Requirements Planning - Capacity Requirements
Planning
•Production Activity - lnput/Out Control
Capacity
Control is the process of measuring production output and
comparing it with the capacity requirements plan, determining
if the variances exceed established limits, and taking corrective
action to get back on plan.
Capacity
Control consists of:
•Input/Output
control
•Load leveling
•Line and flow balancing
You
will learn and understand:
•How
to plan capacities to support the MPS & MRP
•The closed-loop capacity planning process
•How to control lead-times
•Scheduling and loading techniques
•How to determine planned capacity
•Balancing load with available capacity
•How to identify and manage bottlenecks
•How to control capacities and priorities
During
the course, real world examples and exercises will be provided.
Participants will convert plans into projected loads by
work center, evaluate typical capacity related problems,
and take action to overcome these problems.
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EFFECTIVE
FORECASTING
If
you don’t forecast you can’t win.
Forecasts of future demand drive the entire planning process.
Lack of quality forecasting, results in non-competitive
customer service, part shortages, excessive inventories,
higher costs and lower profitability. Forecasting is a combination
of mathematical techniques and assumptions of future demand
by the senior management team.
The
senior executive in the enterprise is responsible for the
final numbers generated by the forecasting process. The
master scheduler is responsible for maintaining statistical
forecasts and active participation in the determination
of causes of variances between forecasted and actual demand.
This
course will provide each student with an effective and easy-to-implement
process to develop and maintain a realistic forecast.
A
combination of lecture and hands-on exercises will be used
in this course. Bring your most difficult issues. Experienced
instructors will assist you in providing effective solutions.
What
you will learn:
•The
role of the senior management team in developing effective
forecasting
•Functional responsibilities for effective forecasting
•Using planning bills of material to create more effective
forecasts
•Effective forecasting techniques
•Item forecasts
•Coping with seasonal demand
•Trending demand
•Product group forecasts
•Managing forecast accuracy using:
•Mean absolute deviation
•Standard deviation
•Cumulative forecast deviations
•Tracking signals & Demand filters
•Calculating safety stocks based upon forecast deviations
and customer service policies
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MANAGING
THE MANUFACTURING DATA BASE
Maintaining
the accuracy of the manufacturing database is a vital prerequisite
for an effective MRP-II or ERP system. A very high degree
of accuracy (95-99%) is required if a company is to plan
materials and capacities, schedule manufacturing operations
and to have an effective cost system.
The
important manufacturing database elements covered in this
course include:
The
item master file
•Bills
of material
•Work centers
•Manufacturing routings
Proven
effective techniques for maintaining the integrity of these
database elements will be presented. Responsibilities for
assuring database accuracy will be clearly defined:
•Design
and manufacturing engineers
•Production schedulers
•Buyers and planners
•Storekeepers
•Cost accountants
Issues
regarding the use of significant (smart) or non-significant
(dumb) part numbers will be addressed. You will recognize
why many companies have found that the use of “smart”
part numbers is really “dumb”. Exceptions will
also be discussed.
Management
of engineering changes is too important to be the sole responsibility
of design engineering. Mismanagement of change results in
excess inventories, obsolescence, part shortages, missed
deliveries, higher costs, and customer dissatisfaction.
What
you will learn:
•Specific
functional responsibilities for database management
•How to integrate engineering and manufacturing bills
of material
•Techniques for maintaining bill of material accuracy
•How to effectively manage engineering changes (ECM)
and new product introductions
•The functional responsibilities within the change
process
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MASTER
SCHEDULING
Master
scheduling strives to balance expected demand with internal
and external capabilities. The effectiveness of the master
scheduling process can be measured in terms of customer
satisfaction, inventory levels and manufacturing costs.
In
well-managed companies, master schedules execute the senior
executive’s Sales and Operations Plan. The S&OP
process projects a plan of supply by product families in
monthly time periods.
The
master scheduler creates anticipated build schedules, usually
in weekly time periods, to satisfy the operations plan.
Availability of material and internal & external capacities
are verified to assure that the master schedule is attainable.
The S&OP team finalizes and approves the master schedule
Variants
of the master scheduling process for make-to-stock, assemble-to-order,
make-to-order, and distribution environments will be presented
A
combination of lecture and hands-on exercises will be used
in this course. Bring your most difficult issues. Experienced
instructors will assist you in providing effective solutions.
What
you will learn:
•The
basic elements of the sales and operations planning process
•The
use of planning bills to simplify the master scheduling
process
•How
to develop master schedules for different demand fulfillment
approaches
•How
to accurately promise delivery of customer orders based
upon the master production schedule
•How
to use rough-cut capacity planning techniques to verify
capacity requirements
•How
to overcome problems which may impact attainability of the
master schedule
•How
to measure performance
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PRODUCTION
ACTIVITY CONTROL
Production activity control is the function
of routing and dispatching the work to be accomplished through
manufacturing operations. PAC encompasses the principles,
approaches, and techniques required to schedule, control,
measure, and evaluate the effectiveness of manufacturing
operations.
Production activity control strives to optimize
the utilization of manufacturing resources to achieve the
master production schedules, customer delivery commitments,
high manufacturing productivity with short lead-times, and
low work-in-process inventories.
Effective execution of the operations planning
and control processes is the key factor. Production control
and manufacturing personnel must make it happen on the shop
floor to deliver customer orders as promised, regardless
of the problems created before manufacturing orders are
released into production.
What you will learn:
•The functions performed within production activity
control
•The data base elements for effective
scheduling
•How to determine planned capacity
•Scheduling techniques appropriate to
the specific manufacturing environment
•Scheduling decision and priority rules
•How to effectively schedule bottleneck
work centers
•The manufacturing order release process
•Input/output control
•The dispatching process
•Shop floor data collect techniques
Variance
analysis
•Manufacturing performance measures
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