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7 Secrets to Writing Inventory Procedures

Sat, 09 Aug 2008 19:10:00 +0000

You have permission to publish this article free of charge, as long as the resource box is included with the article. If you do run my article, a courtesy reply to would be greatly appreciated. This article is 994 words long including the resource box. Thanks for your interest.What Would you Do with $1,000,000?With $1 Million would you:�Pay off debt? �Purchase new equipment? �Invest/save for the future? �Give yourself a bonus? $1,000,000 Waiting in the WingsWhat do you and your business need that you have been putting off because you don�t have the money today? $1 Million certainly would fill those needs. But where do you find 1 Million just lying around your business right now? Well, you probably have $250,000 in each of four areas in your everyday business, and you don�t even realize it.Money in Business ProceduresAnd so let�s look at four places in your business where we will find $250,000 each and see how we can help you find it:Part 1: Inventory - $250,000.00Part 2: Receivables - $250,000.00Part 3: Sales - $250,000.00Part 4: Accounts Payable - $250,000.00Part 5: Procedures - $1,000,000.00Turn Cash into Time with a New Company PolicyBut just what exactly is this source for cash? It�s time. If you are looking for $250,000 then it costs you $4,808 every week that you delay. So what you do with your time quite literally amounts to either costs of delaying, or it can amount to savings when you take action and control of your time. To correct this cost of delay, an increase in velocity must follow - which will set the difference between 'good' and 'great'. The consequences of this shift in system velocity increases discipline and competency: the ability to maintain the increased velocity and the ability to make the adjustments to achieve the 'great'. So how do you realize the difference? Eliminate Inventory and Increase CashLet�s start with the biggest, most obvious source � your balance sheet, specifically inventory. If you are a manufacturer with $300,000 or more of inventory (raw materials, work in process or finished goods) then STOP! We found it. Why? Because inventory is an unproductive asset. Inventory is money, and having it lying around your factory is not where your money belongs. So if we reduce inventory to Just-In-Time (JIT) levels, then we can eliminate 85% or more of your inventory, which translates into $250,000 in cash. But that's not all. You will also save another $50,000 or more in annual inventory carrying costs. With less inventory, there are lower costs of holding inventory. Let's look at an example of what we're talking about. Manufacturing Business Procedures Case StudyA manufacturing organization with 2 Million in average inventory balances needed assistance. We examined their inventory consisting of raw materials, work in process and finished goods to understand and quantify the workflow, workload, and demand forecasting issues. Then we designed and implemented a process to improve their inventory cycle and tie it closer to their actual sales.The metrics we developed reduced their inventories by 85% and increased their manufacturing cycle efficiency from 60% to 90% within 120 days of implementing the new procedures. With these new processes and reports, the company now tracks manufacturing cycle efficiency and delivery time variance rather than just units produced, as the measure of their manufacturing effectiveness. The result: extra capital plus a 50% increase in process capability (capacity).Methods to Design the New ProcessBy becoming more efficient in the process, we can use time not as a detriment but as a significant benefit to our business. Step by step, let's take a further look at how time and efficiency plays a great role in your business. Increase Demand Forecasting Accuracy. We only need enough inventory to satisfy demand, and that is where part of the problem exists. If demand can not be accurately forecasted, then we end up compensating for this unknown with inventory.Increase Manufacturing Cycle Efficiency. How well manufacturing resources are used to produce[...]