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7 Steps of Project Management

7 Steps of Project Management

7 Steps of Project Management

1. Project management starts with the development of an executable plan developed by a combination of data analysis, key player discussion, and personal observation.

2. A key component of any plan is an accurate assessment of the organization’s financial & human resource capability. A plan is not an executable one if the human resources are not skilled and aligned to successfully execute, and the organization cannot financially support the initiative.

3. Project management responsibilities include accomplishing the activities identified in the plan, meeting the key milestone delivery dates, and working within the financial budget to achieve the overall objectives defined.

4. A key component of any effective project manager is to measure the end point / desired result objectives and the starting point for the initiative. Status updates need to include not only qualitative feedback but continual quantitative measurement as well .

5. An effective project manager will assimilate the initiative into the organization’s day to day management. Sustainability is a key component of any project. If the project becomes part of the culture, it is more than likely to be successful. On the other hand, if the project becomes another thing to do, it more than likely will not be successful.

6. Project management should provide documented status updates to the key operating personal for constant reinforcement of alignment on progress to the stated objective. Successful results are both well defined in objectives and dynamic in terms of implementation. This requires constant, visible communication.

7. Finally, project management takes passion and persistence to be successful. This is a very human process to influence change to be executed. There will be many operational roadblocks to not progress. The issues need to be heard and understood, with flexibility on approach, but a good project manager keeps laser focus on the stated objective.

Inventory Management and Cash Flow

Inventory ManagementCash flow is the lifeblood of any business and inventory management is the plasma to that lifeline. Inventory Management to keep accurate and minimize on hand to sales is critical to cash flow that feeds all critical elements for any business, including;

Revenue Growth
1. Looking for revenue growth either by increasing activity with current customers , or mining new opportunities in their respective industry.

Service & Quality
2. Focusing on providing quality product and excellent customer service to all its clinets

Portfolio Growth
3. Expanding its product portfolio and menu offering to continually differentiate itself in the industry the firm competes

Typical Inventory Management issues that any firm faces to maintain accuracy and positive cash flow

1. In a firm it is not untypical when asked “who is responsible for maintaining inventory integrity and accuracy “for either no one or everyone to respond” , which translates to actuallyno responsibility in the company.

2. Processes rely on individuals as opposed to being systemic and well understood and executed throughout the organization.

3. Physical inventories are viewed as a “count” as opposed to a reconciliation against the company’s perpetual inventory and books & records.

4. ERP item master data information is not maintained , and transactions go unreconciled.

5. There is not an easy to manage physical layout in place to make inventory management and reconciliation easy to manage and maintain.

6. Obsolete products are “pushed” to the side without being dealt with resulting in poor facility utilization and less than optimum cash flow.

Learn More About How DPC Can Assist Your Business >>>

Understanding Supply Chain Management

Understanding Supply Chain ManagementThis article is intended to assist you in understanding supply chain management. Supply Chain Management includes all the activities a business employs to keep its products and services moving efficiently. The velocity of a firm’s supply chain is core to its cash flow lifeline. Businesses from manufacturers , wholesalers & retailers , distributors etc. use supply chain principles to plan , assemble , store , ship , and track products from the beginning to the end of the supply chain.

Supply Chain is recognized as one of the key organization functions along with sales / marketing , R&D , and finance to the point that supply chain execution is treated as competitive point of difference.

Understanding Supply Chain Management Duties

Supply Chain Management encompasses collaboration & integration with suppliers , distributors / manufacturers (internal & external) , and customers . The success of a supply chain and the benefits it can provide is predicated on the strength and efficiency of the linkages between each of the key functions , including:

  • Sourcing raw and packaging materials
  • Manufacturing & Assembly
  • Warehousing & Inventory Visibility & Integrity
  • Sales Order Management
  • Sales Order fulfillment & Delivery to the customer

“ Supply Chain is the Execution Music of a company’s sales and marketing effort”

Understanding Supply Chain Management’s Value

There is a need and skills gap that has evolved for employers that require associates to have multi functional , critical thinking skills. Multi Level communication and leadership skills are more important than ever in this highly competitive , global environment to every organization.

Businesses are looking for supply chain professionals to continuously increase the organization’s capability by reducing costs , improving the efficiency of relationships internal and external , and increasing capacity all at the same time.

Supply Chain Management professionals meet the growing demand and challenge of constant product profile updates while at the same time improving cash flow.

If your business is considering upgrading your supply chain management, please contact us

Selecting a Transportation Provider

Selecting a Transportation ProviderWhen selecting a transportation provider many companies are torn between selecting a third party logistics company or (3PL) or working directly with providers.

Advantages of a 3PL transportation provider:

1. Purchasing power of a larger procurer of freight providers to provide the lowest cost rates and best service for the purchaser of services.

2. High investment in information technology to provide efficient ability to track pick-up and delivery, consolidate multi-company merchandise into efficient truckload mode versus LTL pricing, and integrate with multi-client ERP applications to present a seamless order management system to the user base.

3. Provides the opportunity for a firm to reduce the transportation management overhead associated with managing its pick-up and delivery process.

Advantages of self managing your transportation providers:

1. Direct engagement and contact with the transportation provider network. Those companies that actually deliver product and directly maintain physical (tractors & trailers) & human (drivers) assets. This allows for direct rate and service negotiation to assume best price and delivery experience without paying additional 3PL management fees.

2. “Doesn’t put all the eggs in one basket”——a contract with a 3PL provider is typically a multi- year engagement. Although significant time and effort can be spent on contracts, there are always multiple interpretations on the verbiage which presents the opportunity of cost and service expectations not to be met.

3. The technology investment spent to integrate with 3PL systems can be invested in the firm itself to mitigate a “hostage” situation from the 3PL & provide high flexibility to the firm to manage its own transportation network.

Summary:

Firms should approach and evaluate its current transportation management process in the following way:

1. How should firms direct its human resource base:

a) Investing in its own or 3PL technology
b) Build its own internal management or purchase managed services

2. 3PL versus Direct purchase :

a) If the firm is not satisfied with the 3PL performance , does it have a pragmatic out from the agreement
b) Is the firm aware of the asset based companies to manage the process itself

3. Strategic

a) Is transportation a core component of a company’s business plan critical to customer satisfaction and profit margin management

Increased Supply Chain Capability for Comax Manufacturing

The customized DP&C® solution that increased the supply chain capability for Comax involved both analysis and implementation of systems and processes to improve shop floor flow, enhance process and procedures and strengthen documentation process. In addition, DP&C® increased the ability of the client’s ERP system to more effectively manage expenses, inventory, product traceability and customer service.

Comax is a proprietary Aroma and Flavor Components Developer and A world leader in proprietary technology of flavors and aroma components.

DP&C® Solution:

The customized DP&C® solution involved both analysis and implementation of systems and processes to improve shop floor flow, enhance process and procedures and strengthen documentation process. In addition, DP&C® increased the ability of the client’s ERP system to more effectively manage expenses, inventory, product traceability and customer service.

Results:

The DP&C® solution resulted in improved shop floor layout, increased visibility of information linking the shop floor with management tools using wireless communication, mobile personal computers and customized technology. Overall, the DP&C® solution reduced operating expense by 30%, resulted in reduced inventory on hand through increased inventory management, and enhanced customer service.

Learn how DP&C® solutions can help your organization

Supply Chain Consolodation for Cargill

DP&C® created a strategic supply chain consolidation plan and then provided the execution plan and project management to support plant consolidation. The DP&C® customized solution resulted in the introduction of new technology and processes as well as resulting in the increased utilization of its current ERP application.

Cargill is a global flavor business serving a variety of businesses in the beverage and dairy industries.

DP&C® Solution:

DP&C® created a strategic supply chain consolidation plan and then provided the execution plan and project management to support plant consolidation. The DP&C® customized solution resulted in the introduction of new technology and processes as well as resulting in the increased utilization of its current ERP application.

Results:

The DP&C® solution resulted in plant consolidation that subsequently lowered overhead and improve profitability. In addition, the solutions implemented by DP&C® will result in further reductions in operating expense, improve material variance to purchase and reduced lead time in delivery products and services to the client’s customers.

Learn how DP&C® solutions can help your organization

Robertet Fragrance & Specialty Materials


The U.S. fragrance and specialty materials divisions of Robertet, a global flavor and fragrance company.

DP&C® Solution:

DP&C® developed and executed a complementary process, technology and information enhancement strategy and then implemented the plan which included the adaptation of technology to existing ERP application, physical engineering redesign, process improvement , and the integration of automation controls.

Results:

The DP&C® solution has provided the client with the advanced tools necessary to successfully support lower operating expense, improve material yield and improved management that has lowered inventory relative to sales volume.

Learn how DP&C® solutions can help your organization

Reduced Infrastructure Overhead for Quaker Chemical

DP&C® developed a plant consolidation plan for reduced infrastructure overhead and capital investment in an aging manufacturing site, including shutdown and transition planning, as well as developing a capital investment and execution plan for the client’s new site.

Quaker Chemical is a leading global provider of process chemicals, chemical specialties, services, and technical expertise to a wide range of industries — including steel, automotive, mining, aerospace, tube and pipe, coatings, and construction materials.

DP&C® Solution:

DP&C® developed a comprehensive, strategic plan to support plant consolidation to reduce overhead and capital investment in an aging manufacturing site, including shutdown and transition planning, as well as developing a capital investment and execution plan for the client’s new site.

Results:

The client implemented the DP&C® plant optimization plan and reduced operating expenses, lowered on hand inventory relative to sales volume with the overall result being a reduced break even sales matrix resulting from lower fixed expenses.

Learn how DP&C® solutions can help your organization

 

Increased Supply Capacity and Capability for Clorox Company

DP&C increased supply capacity and capability for Clorox company by applying customized strategic and operational solutions that would reduce operating expense, transportation costs, inventory on hand and reduce lead time to the customer.

Clorox is a Leading manufacturer and marketer of consumer products.

DP&C® Solution:

DP&C® analyzed the processes utilized by the high-volume manufacturer and distributor of consumer products, assessing all avenues to enhance operations by applying customized strategic and operational solutions that would reduce operating expense, transportation costs, inventory on hand and reduce lead time to the customer.

Results:

The DP&C® solution included recommendations on outsourcing and relocation of a portion of manufacturing to be closer to the end customer. It also resulted in development or initiatives that would mitigate short and long term capital expense while increasing overall supply capacity and capability.

Learn how DP&C® solutions can help your organization

Created Efficient Supply Chain Structure for Robertet Flavors

DP&C created an efficient supply chain structure by improving customer service, reducing dormant inventory, increasing material yield, and reducing operating expenses.

Robertet is a global creator and manufacturer of flavors and fragrances.

The Challenge

  • Improve customer service now, and maintain high levels as the business grows
  • Reduce operating and dormant inventory relative to sales
  • Increase material yield
  • Reduce operating expenses
  • Enhance information systems to be long-term scalable and supportable

The Solution

  • Increased throughput velocity
    • QA improvements
    • Mitigation of redundant inputs and paperwork
  • Inventory made more accurate at item, lot and location level
    • Cycle counting application and procedure implemented
    • FIFO rules installed
    • Better processes, methodology and training put in place
  • Automatic capture and identification of variances based on lot number to reduce rate of loss
    • Bar code scanning
    • Cycle counting
  • Shop floor automation helped create greater visibility and chain of responsibility
  • Replaced current application with new ERP and developed implementation plan

The Results

  • Customer service improved by cutting time between customer order and delivery from 11.5 days to 7.2 days
  • 25% increase in SKU count while reducing operating expenses as % of sales by 11.4% ($800,000)
  • Increased cash flow by $800,000 through a onetime reduction in on hand inventory while still achieving a 30% increase in sales
  • Decreased material waste led to a $600,000/year benefit compared to the base year