Purdue University Engineering/Management Program: May 2-6, 2005
This intensive, one-week residential program allows program participants
to select from an annually revised, integrated set of courses for the
engineering manager, manager-to-be, or technical professional seeking
grounding in current business thinking and skills.
When: Monday, May 2 - Friday, May 6, 2005
Where: The campus of Purdue University in West Lafayette, Indiana
How it works: Two courses are conducted simultaneously within each of four daily time blocks.
Participants may take up to four courses by selecting one course from each time block to attend throughout the week.
Sample courses: Design for Manufacturability, Supply Chain Management, Strategic Global Marketing, Transforming Office Operations, Negotiation and Dispute Resolution and
more.
Program Fee: $2,795.00 per participant
This is a robust program that provides participants with an opportunity to tailor the week's educational
experience to their needs and interests. To find our more, visit the KEEP website.
"RFID: Myth and Reality"
Technology and change management guru, Andy Herdan, weighs in on the hotly debated topic of RFID, Radio Frequency Identification, in the April issue of Superfactory's e-newsletter. For those of you who are not regular subscribers to the newsletter, look for Andy's article on the Superfactory website beginning next Monday.
Launching a New RFID Organization - A Case Study in Business Process & IT Integration
A world leader in the consumer products industry formed a new business
unit dedicated to the manufacture and marketing of low-cost radio frequency
identification (RFID) inlays and tags. Project management and project
integration support was needed across all functional areas of the new
RFID organization in preparation for the “showcase” launch of RFID at
Wal-Mart, who was requiring 100% accuracy. As the project progressed,
Kaufman Global was asked to support the implementation of end-to-end supply
chain functions, including training, at the primary manufacturing facility.
Read
more...
Improved Material Flow Event Nets $4.5M in Annual Sales
Poor material flow was causing this manufacturer of furniture solutions to suffer from low press productivity and high direct labor costs. Inconsistent flow by the panel saw to the glue spreading operation was causing downstream processes to either dry up or be flooded with work in process. The team utilized value stream mapping techniques and brown paper fairs to identify improvement opportunities that would allow them to reach their goals of increasing productivity by 17% and reducing direct labor by 1.7 FTE. Additional results included...
Reducing Product Return Costs: $10M in Savings YTD
One division within this global producer of consumer goods was spending over $50 million dollars annually for returns, allowances and other credits. The organization wished to reduce controllable credits at Superstores by 25%, add $500,000 to the bottom-line thru impacts in Returns and Allowances, and reduce the work effort of the Customer Financial Services (CFS) team by at least 50%. Through the use of value stream mapping (VSM) and a corresponding VSM gap analysis, the team identified major improvement opportunities and developed 30-day action plan for near-term activities while establishing a pilot project to provide proof of concept for the future state. The improved value stream resulted in a 67% reduction in total process steps for CFS and a 95% cycle time reduction in processing. More...
Coming soon - more free downloads!
In response to frequent requests for more value-added materials on the subjects of lean and continuous improvement, we will begin posting a small selection of downloadable presentations in the Resources section of our website at the beginning of May. In the meantime, don't forget about our nine White Papers that are currently available on the site.