Award Winning implementation of Computer Integrated Manufacturing
The Situation
Working directly to the CIO and CEO, this project involved the replacement of all company systems at this manufacturer of specialised mining and lighting equipment. The systems under implementation covered all the office related business functions of MRPII / ERP integrated to flexible manufacturing cells (FMS) with automatic guided vehicles running under the control of a dedicated scheduler to take account of tooling and material availability, to optimise throughput and maximise capacity in critical work scheduling. It was rated as their ‘Most Advanced Implementation of Computer Integrated Manufacturing’ by both the supplier of the machine tools and the hardware systems manufacturer.
The Task
To Lead the deployment and implementation as Project Manager and Implementation Consultant Architect for business systems implementation and integration of FMS to ERP system
The Action / Approach
In leading this project, I provided project management and Manufacturing Systems consulting to cut over from existing systems to new ones, including:
- Managing an implementation team of client staff for user education and data conversion from existing systems.
- Supporting user teams to understand the new systems to develop insights to enable faster, more informed decisions and actions
- Leading a software development team for bespoke integration software development for real-time integration of FMS cells.
The Result
This project achieved a 40% improvement in OTIF delivery, a 70% reduction in customer lead time, and a 46% reduction in financial value of WIP, including consolidation of two physical factory locations into one with increased throughput. This value was delivered by;
- More consistent and sustainable profitability and business growth
- Improved business agility and ability to rapidly respond to change and opportunity
- Effective delivery against financial targets
Specific pains relieved included;
- Inefficient or misaligned operating model and lack of business agility
- Misaligned goals across business and silos
- Poor data strategy resulting in siloed, incomplete and poor quality data.
Focus In On: Responsible for Innovation
New Areas of Value:
More consistent and sustainable profitability and business growth
Improved business agility and ability to rapidly respond to change and opportunity
Effective delivery against financial targets
Improvements around:
Inefficient or misaligned operating model and lack of business agility
Misaligned goals across business and silos
Poor data strategy resulting in siloed, incomplete and poor quality data
