Baldridge Compliant Operating Plan

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					                    <Company Name>
                        <Year>
                     Operating Plan

 Department:        <Department>
 Department No.: <Number>
 Director:          <Director or VP>
 Manager:           <Manager>




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Revision History
   1. Initial release submitted to ?
   2.




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                                                                                                                                                     Table of
                                                                                                                                                   Contents


INTRODUCTION ................................................................................................................................................... 6

OVERVIEW ............................................................................................................................................................ 8
   MISSION ................................................................................................................................................................. 8
   DESCRIPTION OF THE DEPARTMENT ....................................................................................................................... 8
     Products, services: ............................................................................................................................................ 8
     Major equipment, facilities, technologies used: ................................................................................................ 8
     Personnel: (provide a profile of employee base, including number, types, educational/skill levels)................ 9
     Regulatory Environment: (such as occupational heath and safety, environmental and product.). List what
     regulations affect your department and which department at <Your Company> is responsible for
     compliance. ....................................................................................................................................................... 9
   CUSTOMER AND MARKET REQUIREMENTS .......................................................................................................... 10
   SUPPLIER RELATIONSHIPS .................................................................................................................................... 12
   CRITICAL ISSUES FOR THE DEPARTMENT ............................................................................................................. 14
<PREVIOUS YEAR> HIGHLIGHTS ................................................................................................................ 16

<YEAR> PLAN SUMMARY ............................................................................................................................... 17

<YEAR> CORPORATE PERFORMANCE OBJECTIVES ........................................................................... 18

<PREVIOUS YEAR> TOP-LEVEL GOALS ..................................................................................................... 21

ACTION PLAN #1 ................................................................................................................................................ 23
   CHALLENGE:         SUPPORT THE MOVE OF DISCOVER PRODUCT LINE TO MEXICALI. ............................................ 23
     Plan: Ensure that the planned movement of Discover assembly and Discover packaging is carried out
     successfully...................................................................................................................................................... 23
ACTION PLAN #2 ................................................................................................................................................ 25
   CHALLENGE:      FORMALIZE WORLD CLASS MANUFACTURING PROGRAMS AT THE DISTRIBUTION CENTER. .... 25
     Plan: Ensure that Distribution Center efficiency and cost targets are met or exceeded. ............................... 25
ACTION PLAN #3 ................................................................................................................................................ 27
   CHALLENGE: DEVELOP NEW DISCOVER PACKAGING FOR LOWE’S....................................................................... 27
     Plan: At the request of the Lowe’s buyer, the 3 piece clam will be replaced by a window pack box. This is
     due in time for the review in June <Year>. .................................................................................................... 27
ACTION PLAN #4 ................................................................................................................................................ 28
   CHALLENGE:       MAINTAIN ACCURATE LABOR STANDARDS & PRODUCT ROUTING DATABASE. ...................... 28
     Plan: Develop and maintain accurate labor standards and routings using a pre-determined time system
     database such as EASE. Use database to support automated capacity planning, productivity reporting and
     product costing................................................................................................................................................ 28
ACTION PLAN #5 ................................................................................................................................................ 30
   CHALLENGE:                <YOUR COMPANY> ORDER FLOW PROCESSES NEED TO BE MAPPED OUT AND IMPROVED. .... 30


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       Objective: Map out the cycles involved with planning material flow to meet projected and current customer
       demand. Improve cycles to reduce cycle time, eliminate stock-outs and reduce overtime and excessive labor
       expense. ........................................................................................................................................................... 30
ACTION PLAN #6 ................................................................................................................................................ 33
   CHALLENGE:      REDUCE LABOR CONTENT WITH SMALL SCALE AUTOMATION ................................................. 33
     Plan: Leverage small scale automation to improve productivity. ................................................................... 33
ACTION PLAN #7 ................................................................................................................................................ 35
   CHALLENGE:       REDUCE STOCK LOSSES & DOWNTIME DUE TO MATERIAL AVAILABILITY............................... 35
     Plan: Sustain and expand kanban system implementations in Warehouse, Extrusion & Molding. ................ 35
ACTION PLAN #8 ................................................................................................................................................ 37
   CHALLENGE: MAINTAIN DOCUMENTATION AND STANDARDIZED TOOL / TORQUE SETTINGS .............................. 37
     Goal: Maintain database for all tooling, equipment, jigs and fixtures. .......................................................... 37
     Plan: Build, populate and maintain an Access database that tracks all tooling, equipment, jigs and fixtures.
     Use a digital torque meter to measure all pneumatic drivers being used in assembly ................................... 37
ACTION PLAN #9 ................................................................................................................................................ 38
   CHALLENGE: MANUFACTURING & OTHER COSTS NEED TO BE REDUCED ........................................................... 38
   GOAL: REDUCE WASTE THROUGH VISUAL MANAGEMENT TECHNIQUES.................................................................... 38
   PLAN: FORM A CROSS-FUNCTIONAL TEAM UNDER THE AUSPICES OF THE TQA COMMITTEE TO IMPLEMENT A FORMAL
   5-S PROGRAM ....................................................................................................................................................... 38
ACTION PLAN #10 .............................................................................................................................................. 40
   CHALLENGE: MANUFACTURING COSTS NEED TO BE REDUCED ........................................................................... 40
   GOAL: COMPLETE 5 PRODUCT IMPROVEMENT PROJECTS IN CONJUNCTION WITH DESIGN ENGINEERING & QA ....... 40
   PLAN: WORK WITH DESIGN ENGINEERING TO IMPROVE 5 EXISTING PRODUCT LINES. .............................................. 40
ACTION PLAN #11 .............................................................................................................................................. 42
   CHALLENGE: FINALIZE PHASE I & II OF ISO-9000:2000 ..................................................................................... 42
   GOAL: COMPLETE ISO-9000:2000 FOR BOTH THE DC AND CORPORATE FACILITIES. ............................................. 42
   PLAN: FINALIZE ALL OPERATIONS WORK INSTRUCTIONS, REVISE WHERE NECESSARY TO MEET ISO REQUIREMENTS,
   AND OBTAIN AUDITOR TRAINING............................................................................................................................. 42

ACTION PLAN #12 .............................................................................................................................................. 44
   CHALLENGE: SUPPORT NEW PRODUCT INTRODUCTIONS(DISCOVER 5 PIECE HANDLE)....................................... 44
   GOAL: ENSURE THAT NEW PRODUCT LINES ARE BROUGHT TO MARKET IN A TIMELY MANNER.. ................................. 44
   PLAN: PROVIDE DFM AND TOOLING SUPPORT AND ASSEMBLY WORK-CELL LAYOUTS WITHIN THE SCHEDULE AGREED
   TO BY THE VP OF OPERATIONS. FOLLOW STRUCTURED “TEMPLATE” FOR THE INTRODUCTION OF NEW ASSEMBLY
   CELLS. .................................................................................................................................................................. 44

ACTION PLAN #13 .............................................................................................................................................. 47
   CHALLENGE: SUPPORT NEW PRODUCT INTRODUCTIONS(DISCOVER BRASS SHOWERHEAD) ............................... 47
   GOAL: ENSURE THAT NEW PRODUCT LINES ARE BROUGHT TO MARKET IN A TIMELY MANNER.. ................................. 47
   PLAN: PROVIDE DFM AND TOOLING SUPPORT AND ASSEMBLY WORK-CELL LAYOUTS WITHIN THE SCHEDULE AGREED
   TO BY THE VP OF OPERATIONS. FOLLOW STRUCTURED “TEMPLATE” FOR THE INTRODUCTION OF NEW ASSEMBLY
   CELLS. .................................................................................................................................................................. 47

ACTION PLAN #14 .............................................................................................................................................. 50
   CHALLENGE: SUPPORT NEW PRODUCT INTRODUCTIONS(NEPTUNE SH/HS) ....................................................... 50
   GOAL: ENSURE THAT NEW PRODUCT LINES ARE BROUGHT TO MARKET IN A TIMELY MANNER.. ................................. 50
   PLAN: PROVIDE DFM AND TOOLING SUPPORT AND ASSEMBLY WORK-CELL LAYOUTS WITHIN THE SCHEDULE AGREED
   TO BY THE VP OF OPERATIONS. FOLLOW STRUCTURED “TEMPLATE” FOR THE INTRODUCTION OF NEW ASSEMBLY
   CELLS. .................................................................................................................................................................. 50


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ACTION PLAN #15 .............................................................................................................................................. 52
   CHALLENGE: SUPPORT NEW PRODUCT INTRODUCTIONS(RIVA / KLUDI FAUCET)................................................ 52
   GOAL: ENSURE THAT NEW PRODUCT LINES ARE BROUGHT TO MARKET IN A TIMELY MANNER.. ................................. 52
   PLAN: PROVIDE DFM AND TOOLING SUPPORT AND ASSEMBLY WORK-CELL LAYOUTS WITHIN THE SCHEDULE AGREED
   TO BY THE VP OF OPERATIONS. FOLLOW STRUCTURED “TEMPLATE” FOR THE INTRODUCTION OF NEW ASSEMBLY
   CELLS. .................................................................................................................................................................. 52

ACTION PLAN #16 .............................................................................................................................................. 55
   CHALLENGE: SUSTAIN CONFIGURATION MANAGEMENT FUNCTION & IMPROVE CONFIGURATION MANAGEMENT
   PROCESSES .......................................................................................................................................................... 55
   GOAL: ENSURE 100% ACCURATE DATA AND REDUCE WORKFLOW CYCLE TIMES...................................................... 55
   PLAN: PERFORM PROCESS REVIEW FOR CONFIGURATION MANAGEMENT PROCESSES AND OBTAIN FEEDBACK ON
   AREAS FOR IMPROVEMENT. PLAN, DOCUMENT AND IMPLEMENT SELECTED IMPROVEMENTS IN PROCESSES. .............. 55

ACTION PLAN #17 .............................................................................................................................................. 58
   CHALLENGE: SUPPORT IMPLEMENTATION OF CHANGE MANAGEMENT SOFTWARE ............................................. 58
   GOAL: ENSURE 100% ACCURATE DATA AND REDUCE WORKFLOW CYCLE TIMES...................................................... 58
   PLAN: REPRESENT MANUFACTURING, MANUFACTURING ENGINEERING AND CONFIGURATION MANAGEMENT IN THE
   SELECTION OF CHANGE MANAGEMENT SOFTWARE. DEVELOP ELECTRONIC FORMS TO REPLACE MANY OF THE PAPER
   AUTHORIZATION FORMS. ........................................................................................................................................ 58

ACTION PLAN #18 .............................................................................................................................................. 60
   CHALLENGE: REDUCE DOWNTIME IN ASSEMBLY / PACKAGING EQUIPMENT ....................................................... 60
   GOAL: 100% MACHINE AVAILABILITY.. .................................................................................................................. 60
   PLAN: IMPLEMENT DOCUMENTED TOTAL PRODUCTIVE MAINTENANCE PROGRAMS IN BOTH DEPARTMENTS. ............ 60
ACTION PLAN #19 .............................................................................................................................................. 61
   CHALLENGE: SUSTAIN PRODUCT VIEW DATABASE ............................................................................................. 61
   GOAL: ENSURE THAT THE LATEST REVISIONS OF DRAWINGS ARE AVAILABLE TO KEY USERS.. .................................... 61
   PLAN: UTILIZE THE UPGRADE OF PRO ENGINEER TO DRIVE THE IMPLEMENTATION OF PRODUCT VIEW. LEARN TO
   DOWNLOAD DRAWING TITLES, CLASSIFICATION CODES AND REVISION INFORMATION TO UPDATE THE MASTER
   DOCUMENT LIST AND THE JDE CROSS-REFERENCE FOR DRAWING NUMBERS AND REVISIONS. .................................. 61

ACTION PLAN #20 .............................................................................................................................................. 63
   CHALLENGE: SUPPORT NEW PRODUCT INTRODUCTIONS ..................................................................................... 63
   GOAL: ENSURE THAT ENGINEERING CHANGES ARE REVIEWED, EXECUTED, AND COMMUNICATED PER ISO-9000
   REQUIREMENTS.. ................................................................................................................................................... 63
   PLAN: DEVELOP A DCN WORKFLOW TRACKING DATABASE TO STREAMLINE AND MANAGE THE DCR/DCN PROCESS.
   ASSEMBLE A CONFIGURATION CHANGE BOARD TO REVIEW AND APPROVE / DISAPPROVE DCRS, TEMPORARY
   DEVIATIONS, AND DCNS, AND TO IDENTIFY AND ASSIGN RELATED CROSS FUNCTIONAL WORK-FLOW TASKS. ............. 63

ACTION PLAN #21 .............................................................................................................................................. 65
   CHALLENGE: ALIGN MANAGEMENT OF ESS DESIGN PROCESS WITH IB PROCESS ............................................... 65
   GOAL: ENSURE THAT THE MANAGEMENT OF THE ESS DESIGN FALLS WITHIN ACCEPTED IB PROCESSES TO AVOID
   DUPLICATION OF EFFORTS AND TO REDUCE THE RELIANCE ON ONE ENGINEER. ...................................................... 65
   PLAN: DEVELOP A PLAN WITH THE ENGINEERING DIRECTOR TO TRANSITION DESIGN AND CERTIFICATION
   RESPONSIBILITIES TO THE DESIGN ENGINEERING DEPARTMENT.. ............................................................................ 65

ACTION PLAN SUMMARY............................................................................................................................... 67




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                                                                                              Introduction

In a narrative format, please communicate your vision and where you want your department to be a year from
now and 2-3 years from now.

Vision: The Manufacturing Engineering department will lead <Your Company> toward the status of World-Class
manufacturing & distribution by championing continuous process improvement, breakthrough process innovation,
and an unending focus on eliminating waste and reducing cycle times in all company activities. The department
will be adept at applying emerging technologies and methods to practical challenges. The department will serve a
traditional role in terms of providing tooling, equipment and routings maintenance but it will also perform the
emerging 21st Century Manufacturing Engineering roles of Operations Integrators and Manufacturing Strategists.
The department will strive to deliver the following to the organization: timely, useful and user-friendly information
and measurements obtained at the lowest possible cost; full participation in concurrent engineering efforts utilizing
DFMA and Value Engineering methodologies; leadership of high-performing, cross functional Kaizen teams that
address cost, schedule and quality improvements; attainment and maintenance of World Class certifications and
recognitions such as ISO-9001 and Malcom Baldridge compliance; capable, robust and controlled processes;
radically compressed cycle times; and parts per million defect rates.

Tactical Plan: <Year>
The department will begin the year supporting the transition of the Discover assembly and packaging processes to
Mexicali. This will require the resolution of several outstanding packaging issues and establishing redundancy in
tooling to protect against unforeseen supply chain problems. We will retain a mixed model assembly cell to run
Riva products and Discover products in emergency situations and we will send to Mexicali a work-cell that will be
optimized to run Discover assemblies in high volumes. We will support the supply chain for Discover by
establishing Kanban signals all the way back to the supplier for all components and packaging materials in the
product line. Accessories will also be moved to Mexicali and the tub spout will be resolved with the Chinese
vendor or we will move that to Mexicali as well. However, if the Chinese spout situation is resolved, we will keep
the line here to do short runs not supplied by China. Another main focus will be completing the transition and
certification of the ESS to the new design which dramatically reduces labor cost and improves serviceability. After
this is complete, responsibility for further engineering development and certification issues will be transitioned to
the Design Engineering department and the Quality Assurance department. The department will continue to
support <Your Company> equipment such as packaging automation, conveyors, and the small assembly processes.
The department will support workflow improvements in Operations and in other departments as requested. For
example, to improve the cost estimating process that underlies our offering of bids to customers, the department
will propose a “labor standard automation tool” based on a pre-determined time system to simulate labor standards
for designs or configurations that don’t exist yet. The goal will then be to link this tool to a product configuration
system to provide an “instant quotation” system. Finally, the department will again seek to provide leadership for
ISO-9001 certification efforts as it appears the QA department is heavily loaded with day to day activities. As part
of this effort, the department will propose that the Document Control Administrator be placed in charge of
executing a corporate Controlled Document system for all processes required by ISO-9001. We are waiting for
direction on any new assembly, printing or sonic welding processes that will need to be implemented to support
engineering improvements in existing or proposed product lines. Finally, the department will develop expertise in
the fields of forecasting and Capacity Planning in support of current and proposed processes.

Tactical Plan: 2006-2007
In 2-3 years from now, the Manufacturing Engineering department should function as a repository of technical and
systems knowledge that supports continuous improvement efforts throughout <Your Company>. We will be first


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and foremost, the experts at how <Your Company> works and how to measure how well <Your Company> works.
We will be the guarantor that decisions may be based on accurate quantifiable information. In this position, we
will be ideally suited to help evaluate and configure the next generation business system that <Your Company>
will seek to obtain. We will also be in a position to provide data to senior management to help them decide the
nature of the next expansion (still 3 years in the future) We will also have a leadership role in self-auditing and
maintaining our ISO-9000 certification. Gradually, we will have introduced process capability and process control
throughout the organization.

The systems of people, machines, materials and information that will exist in 2-3 years will be seen by those inside
the company and by visitors as a logical cohesive and well planned entity. Wasted motion will have been
dramatically reduced. Workers will benefit from pre-determined, efficient, and robust workflow processes,
whether on the shop-floor, in shipping, or in the offices.

The production cells will be flexible to the point of building single case pack quantities of any product. Material
and tooling setup will be external to the process where it exists at all. Quality problems will have been all but
eliminated by use of pro-active process control and process capability programs upstream. Self-directed work
teams will flex between low to medium volume cells based on real-time visibility of customer demand (external or
internal). The work-teams will have real-time feedback of their performance and management will be sent
exception reports on their pagers or e-mail when certain parameters have been breached. All high-volume
production will be automated or sent to China. Low volume and medium volume production will be semi-
automated in a way that leverages the abilities of the workers to their greatest extent.




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                                                                                      Operating Plan
                                                                                                Overview
Mission
Provide integrated systems of production and work-flow processes, training resources, materials, equipment, and
information that give <Your Company> a competitive advantage in producing innovative, well designed products
that create attractive, useful and efficient personal care environments.

Description of the Department

Products, services:
Traditional: The department provides manufacturing processes and equipment needed to produce <Your
Company> products. This includes designing jigs, fixtures and related custom equipment, selecting commercially
available equipment; working with in-house and/or outside machine shops to have equipment fabricated. Works
with Maintenance Department and suppliers to have the equipment installed. Works with Production, Quality and
Design Engineering to debug product and process in preparation for releasing them for use in regular production.
In the process of developing, implementing and improving processes, the department develops routing information
and time standards to be used for planning and costing purposes. It also does Value Analysis on new and existing
products and processes to aid in reducing costs, improving quality and/or reducing cycle times.

World-Class Support: The department utilizes a systems perspective to solve cost, throughput, and quality
problems throughout the company. This involves the measurement of existing processes or methods, the
collaborative generation of new processes or methods, and the project management required to realize the new
processes or methods. This may include anything from jigs, fixtures, custom equipment and automation to new
business processes (physical or based in JDE). The department is accountable for the accuracy of labor standards
for all repetitive <Your Company> processes, whether in production, shipping, receiving or in project oriented
endeavors.

Ownership of the Operations Databases (JDE and Off-line): With the acquisition of the Configuration
Management function, the department serves as the nexus of all key information affecting costing, planning, work
order management and purchasing. Manufacturing Engineering will be responsible for Bills of Material and the
Item Master being accurate and complete. By taking ownership of the Configuration Management and Document
Control functions, the Manufacturing Engineering department will ensure, for example, that work instructions on
the floor are synchronized with Bill of Material and routing changes. Ownership of the Document Control
function will ensure that workflow projects throughout <Your Company> result in deployed processes that are
documented to ISO-9001 standards and up to date.


Major equipment, facilities, technologies used:

Equipment:
Personal Computers, Digital Camera, Tape Measure, Color Plotter, Scales & Calipers.
Facilities:
Mfg. Engineering office area
Technologies:
Solid Modeling (Pro-Engineer) – For Concurrent Engineering
Autocad / Autocad Lt. – Facility Layouts & Workstation Design
Excel – Various Analyses
Visio – Graphically depicting production and work-flow processes
Access – Relational database management and analysis.


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Personnel: (provide a profile of employee base, including number, types, educational/skill levels)
The department consists of a Manufacturing Engineering Manager who also acts as a Project Engineer, a Senior
Manufacturing Engineer, a Manufacturing Engineer, an Industrial Engineering Intern and a Document Control
Administrator. All members of the original department are degreed engineers, mostly at the bachelor’s degree
level. The DCA has a high-school background and shop floor experience.

The skills of the group overlap in a lot of areas, but the Manufacturing Engineer and the Senior Manufacturing
Engineer have far more mechanical and electronic design experience. The department Manager has project
management, technical writing and economic analysis skills. He has extensive knowledge of material handling /
storage equipment and some knowledge of packaging equipment. He is also trained in Demand Flow Techniques.
The Manufacturing Engineering Manager has additional skills in database construction and programming.

The Manufacturing Engineer and the Senior Manufacturing Engineer have intermediate level skills at
programmable logic controllers and the design of automated test and assembly equipment. The Senior
Manufacturing Engineer has extensive knowledge of graphics processes such as Pad Printing. The Manufacturing
Engineer is the undisputed corporate expert at Product View administration.

The DCA has a background as an Engineering assistant, is skilled in Excel and JD Edwards and is pursuing
English classes to qualify for further advancement.

The areas of overlap are workstation and facility layout, operations analysis, methods design and improvement,
time study and process documentation.


Regulatory Environment: (such as occupational heath and safety, environmental and product.). List what
                        regulations affect your department and which department at <Your Company>
                        is responsible for compliance.

          Agency                                  Regulation(s)                         Department Responsible
                                                                                           for Compliance
 1.   OSHA & Cal-OSHA            OSHA safety regulations                               Assembly
                                                                                        Packaging
                                                                                        Molding
                                                                                        Extrusion
                                                                                        Shipping
                                                                                        Warehousing
                                                                                        Pad-Printing




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Customer and Market Requirements
This section should provide information on key internal and external customer and/or market requirements (for
example on-time delivery, low defect levels, price demands and after-sales services) for products and services.

 Key Customer/Market                   Requirements:
 Assembly                               Provide equipment, tooling and processes to manufacture IB products
                                          that meet corporate quality and productivity requirements.
                                        Provide assistance in finding and correcting root causes of product,
                                          equipment and process problems.
                                        Develop and maintain accurate assembly standards that represent the
                                          current methods and line balances.
                                        Provide technical support to kaizen improvement efforts.
                                        Provide a kanban replenishment system to ensure that floor-stock
 Agreed:_____________________             components are available 100% of the time.
 Packaging                              Provide equipment and processes to package IB products that meet
                                          quality and productivity requirements
                                        Provide assistance in finding and correcting root causes of equipment and
                                          process problems
                                        Work with suppliers to correct non-conformances in packaging materials.
                                        Develop and maintain accurate labor standards that represent the current
                                          methods and line balances.
                                        Provide technical support to kaizen improvement efforts.
                                        Provide a kanban replenishment system to ensure that floor-stock
                                          materials are available 100% of the time.
 Agreed:_____________________
 Extrusion                                 Provide assistance in capital justification projects
                                           Provide layout support for equipment move
 Agreed:_____________________
 IB – Mexicali                             As required, transfer lines in a manner that allows for quick integration
                                            into the Mexicali environment. This includes all tools and fixtures
                                            properly identified and the workflow completely documented.
                                           Provide any technical support required for sustaining processes that have
 Agreed:_____________________               previously been transferred.
 Warehouse/Shipping                        Provide additional space for storage and staging through layout redesign.
                                           Provide storage and material handling equipment to improve productivity
                                            and accuracy of workers.
                                           Document workflow and suggest means of improving existing processes.
                                           Provide accurate studies based on waiting line analysis to help project
 Agreed:_____________________               labor requirements as orders enter the system.
 Design Engineering                        Provide Design-For-Manufacturabilty-and-Assembly input for new
                                            products.
                                           As an integral part of a concurrent engineering team, develop tooling,
                                            fixtures and production equipment in conjunction with the design of the
                                            product.
                                           Provide backup support for CAD/CAM and testing functions.
                                           Enter PDM data in JD Edwards for new products. Change PDM data to
 Agreed:_____________________               as required by PDM process workflow.
 Molding                                   As required, provide special fixturing for secondary operations
                                           Provide a layout plan to accommodate growth and future automation in
                                            the molding department.
                                           Provide a kanban replenishment system for resins used in machines as
 Agreed:_____________________               well as certain finished components.


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 Key Customer/Market              Requirements:
 Art Department                    Provide support in design of packaging for manufacturability,
                                     functionality and ease of packaging.
                                   Provide tooling and jigs as required to prototype and implement new
 Agreed:_____________________        packaging.
 Quality Assurance                 Develop and maintain a controlled document system for work
                                     instructions and reference documents.
                                   Provide advanced notification of the need for support
                                   Provide support to design, construct and install the “Quality
                                     Communications Centers
                                   Completion of ISO certification and training
 Display Department                Create and configure ad-hoc logistics areas for large-scale projects.
 Agreed:_____________________      Assist in studying large-scale projects to capture and project costs.
 SA/CS Department                  Maintain the controlled copy of the End Item part number legend.
 Agreed:_____________________      Enter new end item part numbers into JD Edwards based on a valid,
                                     authorized set-up sheet within 48 hours.
                                   Assist in review of price lists for accuracy. Enter item set ups and Bills of
                                     Material for new price list items.




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Supplier Relationships
This section should provide information on types and numbers of suppliers, most important internal and external
suppliers and any limitations, special relationships, or special requirements that may exist.

 Key supplier/supplier type            Limitations, special relationships, or special requirements:
 INTERNAL:
 Sales Administration                     Provide complete, correct and authorized set up documentation for end
                                           items, Systems, and Displays to be configured in JD Edwards.
                                          Provide prompt notification and proper change documentation for end
 Agreed:_____________________              item, Systems, and Display configuration.
 Design Engineering                       Incorporate DFMA requirements into new product designs.
                                          Assist in Solid Modeling for complex fixtures, equipment and tooling.
                                          Provide product, component & assembly drawings & specifications in a
                                           timely manner to support the development of fixtures, equipment and
                                           tooling.
                                          Provide assembly and component drawings with sufficient detail to
                                           structure bills of material at the component and assembly level in JD
                                           Edwards. Verify finished print out of JDE bill of materials.
 Agreed:_____________________             Verify installation hardware to be included in end item bills of material.
 Purchasing                               Assist in finding sources to procure capital equipment, tooling and
                                           fixtures.
                                          Timely P.O. processing
                                          Provide item master set up sheets with complete 
				
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Description: This is an example of a Malcom Baldridge Compliant Operating Plan. The Malcom Baldridge system is a set of inter-related operating plans that meet several criteria. Each department writes it's own plan, but defines it's internal customers and suppliers. During the planning process everybody reviews their plan to ensure that all related plans are aligned and support each other properly. Each Department plan consists of multiple Action Plans for specific project or initiatives. This was a full operating plan for a company called Interbath, which manufactured showerheads from 1971-2006. There are dozens of action plans, summaries, department mission, vision and objectives etc... This would extremely useful for anyone pursuing the Baldridge prize, but it would also be useful as a template or case study for anyone who wanted to implement a comprehensive planning process in their organization and to teach "Next Operation as Customer".
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