1. McGraw-Hill/Irwin Strategic Management, 10/e Copyright © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Logistyka BPR I TBM Element 7

2. 4-2 Traditional ERP – EDI – Schedules – Shipping notices ISO – B2B Quality Considerations – More than just supplier home pages – EDI of ISO Supply Chain Management

3. 4-3 Sales Force Automation Buyer Force Automation Customer Relationships Management Supplier Relationship Management Supply Chain Management

4. 4-4 Affiliated Based Model – Horizontal buyer-seller relationships Independent Trading Exchanges – Vertical buyer-seller relationships Highly Disinter-mediated Model – One-one buyer-seller relationships Channel Master Model – Web-like trading partners relationships E-Commerce Models

5. 4-5 PPAP Request Corrective Action Request NCM Notice ECR Notice Audit Notice SUPPLIER RATING ECR from Supplier Supplier Suggestions PPAP Submission Corrective Action Response Part Shipment Cp/Cpk Data Audit Findings Response B2B Quality Process Overview custome r supplier

6. 4-6 6.3 Information – Determine the information necessary – Manage the information – Protect the information 6. Resource Management

7. 4-7 6.4 Infrastructure Requirements – Workspace & facilities – Equipment. Hardware & software – Maintenance – Supporting services 6. Resource Management

8. 4-8 7.3 Design and Development – Define development stages – Design review, verification, validation – Definition of resources and authority 7. Product/Service Realization

9. 4-9 7.3.7 Control of Changes – Interaction between design and development – Interaction between component parts and assembly – Post delivery service – Need for re-verification/re-validation 7. Product/Service Realization

10. 4-10 Supplier selection Evaluation & re-evaluation 7.4 Purchasing

11. 4-11 7.4.2. Purchasing information – Approval requirements – Management systems requirements 7.4 Purchasing

12. 4-12 7.4.3. Verification of purchased product/services – Receiving inspection – Source inspection 7.4 Purchasing

13. 4-13 Define and plan a measurement system (type, location, timing, frequency) Monitor and analyze Review measurement effectiveness Input to management review 8. Measurement, Analysis and Improvement

14. 4-14 8.2.1. System Performance – Customer satisfaction – Internal audit 8. Measurement, Analysis and Improvement

15. 4-15 8.2.2. Process Performance – Process performance is easy if the requirements are defined and test results are in an integrated quality system Compliance to inputs Compliance to process standards Output results 8. Measurement, Analysis and Improvement

16. 4-16 8.2.3. Product Performance – Product performance is easy if the requirements are defined and test results are in an integrated quality system By customer By program By part By plant By product type 8. Measurement, Analysis and Improvement

17. 4-17 8.5. Improvement – Continuously improve – Corrective action – Preventive action 8. Measurement, Analysis and Improvement

18. 4-18 40 X X X X X X Time Last year’s average performance = 60% Actual performance = 83% Performance by historical standards is GOOD 50 60 70 80 90 100 Different standards of comparison give different messages

19. 4-19 Different standards of comparison give different messages 40 X X X X X X Time Last year’s average performance = 60% Actual performance = 83% Performance by historical standards is GOOD Performance against improvement goal is POOR 50 60 70 80 90 100 Improvement goal = 95%

20. 4-20 Different standards of comparison give different messages 40 X X X X X X Time Last year’s average performance = 60% Actual performance = 83% Performance by historical standards is GOOD Performance against improvement goal is POOR Performance against competitors is GOOD 50 60 70 80 90 100 Improvement goal = 95% Competitor performance = 75%

21. 4-21 Different standards of comparison give different messages 40 X X X X X X Time Last year’s average performance = 60% Actual performance = 83% Performance by historical standards is GOOD Performance against improvement goal is POOR Performance against competitors is GOOD Absolute performance is POOR 50 60 70 80 90 100 Improvement goal = 95% Competitor performance = 75% Absolute performance =100%

22. 4-22 Cost Quality + dependability + speed + flexibility + cost Flexibility Quality + dependability + speed + flexibility Speed Quality + dependability + speed Dependability Quality + dependability Quality The sandcone model of improvement; cost reduction relies on a cumulative foundation of improvement in the other performance objectives

23. 4-23 23 The Deming Cycle Plan DoStudy Act

24. 4-24 Define – identify problem, define requirements and set the goal Measure – gather data, refine problem and measure inputs and outputs Analyse – develop problem hypotheses, identify ‘root causes’ and validate hypotheses Improve – develop improvement ideas, test, establish solution and measure results Control – establish performance standards and deal with any problems The DMAIC cycle used in Six Sigma

25. 4-25 3/6/201625 The End