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S&OP / SI&OP / IBP Experience Details

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L-3 Communications: Scope and characteristics; one large plant, large number of projects proposed to relatively small number of customers by several groups within the organization.  Most projects are engineer to order.  Timing and scope of customer funding consistently an issue and difficult to pin down. Most projects awarded with lead times that are shorter than company's perceived ability to deliver.

Accomplishments:

  • Implemented S&OP as a new process for the business

  • Set up regular periodic data gathering and discussion methodologies

  • Revised scheduling approaches and methodologies to accurately load schedules

    • Developed advanced issue resolution process for potential manufacturing material or capacity availability problems

  • Developed rough cut capacity planning and reporting tools

  • Developed demand aggregation and requirements disaggregation practices to translate engineer to order demand to area manufacturing requirements

  • Maintained ongoing "clean" project timing and scope projections for:

    • Potential business

    • Award business with engineering unreleased, and

    • Award business with partial or entire engineering released

  • Monthly top deliverables were review of previous months plan to actual (and lessons learned) level production plan and supporting rough cut capacity plan

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Sonitrol: Scope and characteristics; two manufacturing facilities, customer expected immediate delivery of systems (order and ship expectations), some long component lead times, several components were obsolete and no longer available from original manufacturers. Sales plans were dollar based only and contained both proprietary and non-proprietary items.

Accomplishments:

  • Developed and presented high level production plan

  • Leveraged plan and reduced finished good production (volume change) lead times by advance procurement of strategic long lead time or manufacturer obsoleted components

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Lennox Industries: Scope and characteristics; three large plants, 60+ stocking branches, numerous finish goods SKUs, large sales force, broad customer base, sales directly impacted by weather and economic factors, and high seasonal demand well beyond manufacturing capacity for the same period.

Accomplishments:

  • Revised existing S&OP process, implemented supporting software and process steps to support changes

  • Original process presented large amounts of detailed data that did not promote adequate discussions or decision making

  • Changed approach to better aggregate product family data and regional sales component of each

  • Original process was to summarize forecasts provided by each sales person

  • Implemented software to perform a best fit model forecasts augmented by designated percentages for any econometric factors not inherent in basis demand data.  These systematic forecasts were provided to each salesperson prior to sales person forecast development. The subsequent sales person forecasts were then monitored and forecast deviations included in subsequent month pre-forecast documentation.  Software also facilitated significant flexibility and ease in aggregating and reporting sales forecasts (branch, area, region, family, etc.)

  • Improved connection between S&OP decisions and schedulers ability to implement

  • Top deliverables were: previous months plan to actual and lessons learned, high level production plan, region-based family/unit sales volume, manufacturing manning plan, and inventory budget projections

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Howmet:  Scope; single large plant, less than 10 large customers.

Accomplishments:

  • Implemented S&OP as a new process for the business

  • Implemented supporting processes and software module

    • Monthly schedule of confirmation meetings with sales, production, and finance 

  • Developed supporting documentation

  • Initiated use of Rough-Cut Capacity Planning and Inventory Budgeting

  • Implemented use of S&OP process

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Goodman Networks: Scope: Primary business was one large customer: AT&T.  The company operated 7 somewhat independent markets.  There were a few thousand component items, some of which carried significant lead times (up to 26 weeks).  Engineering changes were frequent.

Accomplishments:

Initiated market-based SI&OP reviews.  Because of the changing nature of Telecom site demand began weekly lower level reviews to compare plan to actual, confirm plans, examine on a summary level the status of all critical factors for site construction as well as occasional detailed review of sites with critical factors projecting inability to complete site.  Implemented weekly metric of projected site material availability rate (consistently achieved above goal of 98% availability (the reason for a goal below 100% was unexpected rescheduled in projects in the interim between meeting and frequent engineering changes of long lead time items))

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Stonecrop Technologies: Scope:  Primary business was one large customer: Sprint. There were a few thousand component items.  Customer projected shipments consistently and significantly differed from actual shipments. 

 

I put together a detailed packet suggesting an SI&OP process (similar to the approach used at Goodman) that validated the status of the critical success factors related to site construction and materials.  

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