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首页> 外文会议>SAVE value summit >Value creation utilizing VE methods in the Sales Operations (SOP) strategic planning reducing significant direct labor cost coupled with innovative implementation of enterprise level solutions in a dynamic corporate culture
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Value creation utilizing VE methods in the Sales Operations (SOP) strategic planning reducing significant direct labor cost coupled with innovative implementation of enterprise level solutions in a dynamic corporate culture

机译：价值创建利用销售和运营中的VE方法（S＆OP）战略规划减少了大量直接的劳动力成本，加上了一种动态企业文化中的企业级解决方案的创新实施

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Companies have regular weekly and monthly Sales & Operations (S&OP) meetings to assess the company's performance while determining the level of risk level and to promote the performance by identifying the bottlenecks and providing resolutions along with optimized injection of resources. The planning department is the primary facilitator driving the departments, including sales, marketing, production, QA, purchasing, global SCM, and R&D, to consolidate the nation-wide sales data, analyzing and determining the operations efficiency, long-lead items in global SCM, R&D critical turn-around projects, identifying critical issues and root causes, offering solutions, projecting for the upcoming weeks and months, coordinating meetings with the responsible managers. A manufacturing company of $250 million sales revenues in Korea realized that the corporate innovation must be initiated in the S&OP processes after analyzing how much of working hours were exhausted for the last many years. Performing VE projects on S&OP processes is not a usual practice, and producing tangible results in this area is not a trivial task. With the company's CEO's participation in the process, VE initiative and projects were launched with the responsible managers and directors. Implementing strategies were carefully designed and executed to minimize the conflicts. Once the scope and objectives of S&OP are set, the detailed FAST was established along with the specific tasks to be performed. First, S&OP processes were drafted along with the responsible managers' tasks. Then, based on the functions performed by the S&OP managers, the FAST is prepared. In the process of making a FAST, duplicate or routine tasks were identified. Also, primary, secondary, or tertiary functions were identified in the FAST. The planning department was the key to innovate in conducting endless meetings caused by the requests of the different departments in preparing for the S&OP, primarily to satisfy the CEO's goals and objectives. Responding to customize each department's requests demand insurmountable level of working hours. Here, innovative tools were created for the planning department to handle multiple requests on S&OP by using software tools, customized by EYEQ MC utilizing their TOGA? S&OP enterprise-level solutions. With these solutions, the company was able to streamline the S&OP processes effectively by eliminating the duplicate and repetitive functions in the FAST and to provide easy to use and user-friendly templates and pre-designed interface resulted in reducing the primary functions from 23 to 14 in the FAST. After VE projects implemented, the total number of hours required for S&OP is reduced by 49.4% saving 2,563 hours per week. Assuming 2,000 hours of working hours per year, this figure represents 64 man-year of reduction in direct labor costs, and including indirect costs and overhead costs the total cost reduction is very significant contributing to the net income of $9.6 million. The out-sourced cost was paid back after one month of operations. In addition to the tangible results indicated in the above, VE methods providing systematic approach of function valuation and cost reduction opportunities were synchronized with the S&OP enterprise solutions. S&OP time management improvement also helped in reducing the turn-around time and plan-to-execution time. Single planning system integrating sales planning and production planning provided concurrent capability throughout the company. To streamline S&OP processes efficiently, the command control tower was also established making much faster decision making processes. Tracking the forecasting records and results provided more accurate results in forecasting. Issue tracking was integrated with the risk assessment system, providing each department's issues correlating with resolutions and impact level to other departments. As the S&OP was progressed, KPI and performance evaluation of the departments are automatically up
机译：公司的每周和每月销售和运营（S＆OP）会议在确定风险水平水平的同时评估公司的表现，并通过确定瓶颈和提供决议以及优化的资源来促进绩效。规划部门是驾驶部门的主要促进者，包括销售，营销，生产，QA，采购，全球SCM和研发，巩固全国范围的销售数据，分析和确定全球长铅的延长物品SCM，R＆D关键转向项目，确定关键问题和根本原因，提供解决方案，为即将到来的周和月份投射，协调与负责任的管理人员会议。韩国的2.5亿美元销售收入的制造公司意识到，在分析过去多年后，必须在S＆OP流程中启动企业创新。在S＆OP流程上执行VE项目不是通常的实践，在这一领域产生有形结果并不是一个微不足道的任务。随着公司的首席执行官的参与，通过负责任的管理人员和董事启动了VE倡议和项目。仔细设计和执行实施策略以最大限度地减少冲突。一旦设置了S＆OP的范围和目标，就建立了详细的快速以及要执行的特定任务。首先，S＆OP流程与负责任的管理人员的任务一起起草。然后，基于S＆OP管理者执行的功能，准备快速。在识别出快速，重复或常规任务的过程中。此外，在快速识别初级，次要或三级函数。规划部门是在为不同部门筹备S＆OP方面造成的，主要是为了满足首席执行官的目标和目标而创新的关键。响应定制每个部门的要求需求不可逾越的工作时间。在这里，创建创新工具为规划部门为使用软件工具处理S＆OP上的多个请求，通过使用Toga自定义的软件工具？ S＆OP企业级解决方案。通过这些解决方案，该公司能够通过消除快速的重复和重复功能，并提供易于使用，并且用户友好的模板和预先设计的界面来简化S＆OP流程，导致将主要功能从23到14减少在快速。在实施VE项目之后，标准普尔所需的数小时数减少49.4％，每周节省2,563小时。假设每年有2000小时的工作时间，这一数字代表64名人数降低直接劳动力成本，包括间接成本和开销成本，总成本降低了促成了960万美元的净收入非常重要。在一个月的运营后，外出的成本是回报。除了上述有形结果之外，没有提供系统估值和成本减少机会的系统方法的VE方法与S＆OP企业解决方案同步。 S＆OP时间管理改进还有助于减少扭转时间和计划执行时间。整合销售规划和生产计划的单一规划系统提供了整个公司的并行能力。为了有效地简化S＆OP流程，也建立了更快的决策过程的命令控制塔。跟踪预测记录和结果提供了更准确的导致预测。问题跟踪与风险评估制度集成，提供各部门与其他部门相关的各部门的问题。随着S＆OP的进展，KPI和对部门的绩效评估自动提升

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