The Remington Group Article Summaries
Manufacturing In The New Millennium
The Remington Group, LLC 475 Wall Street Princeton, New Jersey 08540 (609) 497-6400
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The Remington Group Article Summaries Manufacturing In The New Millennium The Remington Group, LLC 475 Wall Street Princeton, New Jersey 08540 (609) 497-6400 |
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Last update: 06/19/2002 |
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Articles by Gerald Najarian Now that Supply Chain Management has entered the consciousness of manufacturing managers, we are experiencing the inevitable rush to apply a software solution to implementation of a fully integrated chain of activities from the top to the bottom of the materials flow. But supply chain management is much more than software. It is the adoption of an over arching approach to the management of the modern manufacturing (or distribution) enterprise. Much like MRP or JIT, supply chain management requires a commitment to doing business in a new and more enlightened paradigm. This article appeared in Midrange Enterprise Magazine. The
Pull System Mystery Explained: Drum,
Buffer & Rope With a Computer Going forward by moving backward is how one author described a pull system. Others use the analogies of drums, buffers and rope to explain how to "pull" production through a manufacturing shop. There are numerous images one can use to visualize pulling goods through a plant. Since pull systems are frequently contrasted to so-called "push" systems (i.e., MRP II) , they are often thought of as merely scheduling or shop floor control tools. In fact, pull systems are much more. They are the heart of a synchronized factory. This article appeared in Flow magazine. Just
in Time: Organizing in Product Work Cells The terminology "cellular layout" or
"overlapping operations" or "machine cells" now has a
familiar ring in manufacturing parlance. What these terms mean for manufacturing
in the twilight of the twentieth century and in the new century is more
important than their place in the terminology. The potential for waste avoidance
and improved quality and productivity of just in Time (JIT) and particularly the
cellular manufacturing component of JIT is dramatic. Performance
Measurement: Observing the Process Day to Day Performance measurement is setting the atmosphere in which activities and processes are monitored as the means to accomplish positive financial results. Properly established, simple and understandable metrics create an environment of positive goal setting in which all know what is expected. Effective
Accounting in a Flow Environment
Perhaps the most frequently heard question after the ones about setting up flow lines and how one piece production results in greater output is: how do I get the accounting system to help me make the right decisions in a flow environment? To get a good understanding of how we can get the right accounting information in the new world of flow, it is necessary to look back at the roots of manufacturing accounting, its evolution to the present and the relationship of accounting to manufacturing processes then and now. Above all, it is important to keep in mind the exhortation of Charles T. Horngren, one of the principal cost accounting thinkers in recent times, who suggested about cost accounting that: “ There are plenty of good ideas in both the old and the new. I anticipate a brisk evolution, not an earthshaking revolution.” This article appeared in Flow magazine.
Flow Manufacturing is the Essential Component in Your Supply Chain Strategy by Gerald Najarian
Supply Chain Management is to the twenty first century manufacturing enterprise as MRP was to the factory of the 1970s; the overriding framework that points the business toward the customer. The customer of the MRP and post MRP era could put up with the fixed (and mostly long) lead times, inflexible product structures and, the high cost of batch/subassembly/final assembly manufacturing and inventory management of that time. Not so the customer of the Supply Chain Management era. As we begin the Supply Chain Management era with the market’s demand for flexibility, velocity and, minimal waste (not necessarily no waste), we now focus on this new overriding framework that is under-girded by ERP and empowered by modern Flow Manufacturing. This article appeared in APICS The Performance Advantage magazine. The Remington Group, LLC 475 Wall Street Princeton, New Jersey 08540 (609) 497-6400 |
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