ClassicERP - Business Process Improvement & Research (BPI & BPR) (ERP System, Solutions, BPR and Implementation)
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Business Process Improvement & Research (BPI & BPR)

Business Process Improvement & Research (BPI & BPR)

Corporate Work Flow Consultancy Services

Corporate Work Flow Consultancy Services

For over 10 years, Key Champion Computer Ltd. applies Industrial Engineering, Lean Production and ERP concepts upon Business Process Researches and Improvements and ERP Software development. KCCL understands different industrial characteristics, information flows and organizational structures of various types of corporations and industries, and utilizes the developed ERP software system to help corporations conduct and execute such business processes, information flows and organizational re-engineering. ERP is the best tool for implementing and executing business process re-engineering and information systems.

Global Factory

Global Factory
  • Since China joined the WTO with great enthusiasm, the idea of a Global Factory is ever inspiring.
  • With reference to overseas manufacturers, the biggest obstacles Hong Kong and Chinese corporations face is no longer just an idea or a thought. Hong Kong and Chinese corporations urgently need the technical strategies and methodologies to realize their ideals.
  • With the best manufacturing organizational structure for the best efficiency and costs, Lean Production is not just a change in ideal, but a practical change in technical and operational methods.
  • According to the originator of the philosophy of Lean Production, Tomio Katsuta, Chief Operating Officer of Toyota Motor Corporation, Just-In-Time (JIT) is the strategies and methodologies of Industrial Engineering applied to corporations.
  • Industrial Engineering is the foundation of Lean Production, and Lean Production is the development direction of Industrial Engineering.

Industrial Engineering (I.E.)

Industrial Engineering (I.E.)
  • Industrial Engineering – (IE)
    • Industrial Engineering is widely accepted and defined by The American Institute of Industrial Engineers (AIIE) in 1955, which states:
    • Industrial Engineering is concerned with the design, improvement and installation of integrated systems of people, materials, equipment and energy.
    • It draws upon specialized knowledge and skill in the mathematical, physical and social sciences together with the principles and methods of engineering analysis and design to specify, predict and evaluate the results to be obtained from such systems.
    • Industrial Engineering is a methodology to improve efficiency, costs and quality, and merges technology and management, to investigate how to increase the efficiency of production factors, in order to realize and leverage production and expectations.
    1. Points of Industrial Engineering
      • To face micro-management, and solve management problems on the task level.
      • From planning and finalizing procedure standards and labor quotas, on-site management optimizations, to the improvement and coordination of all functional departments.
    2. Important Principles of Industrial Engineering – 3S
      • Simplification
      • Specialization
      • Standardization
      Standardization plays a critical role in quantifying management in modern industries, which includes technical standards and management standards:
      • To standardize repetitive management functions and tasks in corporations
      • To establish standard procedures, responsibilities, methods and rules.
      • It is the strategy and method for organizational, managerial and manufacturing activities.
    3. Affects of Industrial Engineering on Manufacturing industries
      • To plan, design, evaluate and reform existing systems, to optimize manufacturing systems, logistic systems and information systems, and to diagnose key corporate problems.
      • To discover potentials, to guarantee quality, to increase corporate production rates and economical efficiency, to eliminate wastes, to save energies and resources, and to realize zero-waste.
      • To leverage the overall corporate quality, to strengthen the competitiveness, and to establish working standards and management standards.

Lean Production / Production

Lean Production / Production
  1. Lean Production / Production
    • Lean Production is a term coined by John Krafcik, a researcher at Massachusetts Institute of Technology (MIT) International Motor Vehicle Program (IMVP), which is an evolved concept of Just-In-Time (JIT) by the Japanese Corporation, Toyota Motor Corporation.
    • A key principle of Lean is Waste minimization by removing all non-value added activities making the most efficient use of scarce resources (capital, people, space), just-in-time inventory, eliminating any safety nets
    • Chief benefits of lean production include the use of fewer resources, rapid and efficient product development cycle, higher quality at lower cost, and greater flexibility (3E – Efficiency, Effective & Economical)
    • Lean Production is a widely acclaimed model and methodology in the industrial field.
    • Applying and implementing Lean Production is the process and determination towards corporate excellence.
    1. Lean Production – Management Process
      The key management processes in Lean Production include:
      • The optimization of personnel organization and management, to reduce and optimize middle-management levels, to reform the corporate organization by flattening the organizational layers, and to minimize indirect-production workers.
      • To adapt production synchronization, to realize zero-inventory, to increase production varieties and to realize zero-error production.
      • To adapt quality assurance throughout the entire production process, in order to realize zero-defects.
      • To eliminate wastage in each stage of all processes, to realize zero-waste.
      • To ultimately realize Pull Production and JIT (Just-In-Time)
    2. Lean Production - Characteristics
      • To eliminate all wastes at all stages of production and to pursue for excellence and continuous improvement. Every worker and positions must be upgradable, and abandon those that remain constant.
      • Simplicity is the core of Lean, meaning less waste, less design time, fewer organization layers, fewer suppliers, etc…
      • To act and respond immediately to market requirements with the best quality, lowest cost, and higher efficiencies.
    3. Lean Production – Characteristics on Production Management Methodologies
      Pull Production and JIT (Just-In-Time)
      • Pull Production is a Build-To-Order notion, as opposed to target-driven Push Production, which refers to the end-user requirements as the starting point of production, and stresses the important of balanced logistics, and pursues for zero-inventory, and requires that each previous stage can immediately enter its next stage.
      • To organize and improve the flow and information flow on the production line, in order to manipulate and control the tempo and rhythm of the production line, which is a concept of Production Leveling.
      • With Pull Production, production plans and changes are actually executed at the unit level of production. The master plan is a referential concept, and it is important that each unit on the production line has its own coordination.
    4. Total Quality Management (TQM)
      • Stresses that manufacturing is not done by inspection, but by ensuring the quality management of processes in order to assure final quality.
      • Quality inspection and control happens at each stage and level within the entire production process, and aims at developing excellent perception on quality for all employees, in order to assure quick discoveries on defects and to eliminate them.
      • In general, discovered defects are handled and solved quickly by a group which consists both technical operators and manufacturing employees.
    5. Teamwork
      • Every employee not only just follow orders, but also enthusiastically participates, to give a positive effect on decision-making.
      • The principles of organizing a team does not require to be entirely based on administration, but is mainly based on their functional and operational relationships.
      • The organization and grouping of team members stresses optimized specialization and wide diversity in abilities, and requires a core which has good knowledge of the work of other member, in order to assure smooth coordination of processes.
      • The assessment of each team member is affected by the comments within the team.
      • Teamwork is based on trust, and relies on prolonged monitoring and supervision as opposed to inspecting each minor steps, so as to increase work efficiency.
      • A team is dynamic and ever-evolving, and its composition depends on different surroundings and events. Therefore, a member can belong to different teams.

Lean Production - Procedures and Work Flow Analysis

Lean Production - Procedures and Work Flow Analysis
  1. Process Analysis – Main purposes and effects
    • Before beginning any tasks, it is important to have a clear target and purpose, so that the executions of tasks have a good aim and directions.
    • The main purpose of procedure analysis is to eliminate all wastes and faults, in sales and marketing, purchasing and procurement, and production processes, in order to increase efficiency.
    • Any stage such as quotation, order, processing, inspection, non-movement and movements, is not logical just because of its existence.
    • Quantifiable standards is logical for creating value, else it is a waste.
    • Any process can be a suspect of wastages.
    • Grasping the whole of sales and marketing, purchase and procurement, and production processes, include the actual statuses of sales management flow, purchase flow, routing flow, inspections flow, transportation flow. Eliminating process wastage and unreasonable processes is the main objective and effects of process analysis.
  2. Management Process Analysis – Main purposes and effects
    • A lot of entrepreneurs complain that the administrative efficiency is very poor. Administrative efficiency and production efficiency are equally important factors affecting corporate competitiveness.
    • In a factory, besides the processing of materials, the administration and management of data records, information transfer, events handling, job scheduling and the issuing and return of materials are also equally important and is not expendable.
    • As the level of automation and mechanization increases, the workload of administration and management also increases.
  3. Product Routing Analysis – Main purposes and effects
    • Product routing analysis is the analysis of the processing and inspection statuses of materials and parts of the product from start to finish.
    • To categorically record the processing, movement, inspections and non-movements, etc., of product manufacturing, and to visually present them.
  4. Work Process Analysis – Main purposes and effects
    • Work process analysis views the work flow of common employees much the same as product manufacturing processes, and applies analysis similar to Product routing analysis. Work process analysis breaks down multi-tasking processes into four stages: "Work", "Movement", "Inspection" and "Awaiting".
    • Work process analysis also uses the same presentation techniques used in Product routing analysis.
  5. Coordination Process Analysis – Main purposes and effects
    • Coordination process analysis is the analysis in time processes involving people-machine, and people-people coordination processes.
    • To graphically present and analyze, and to discover preparation times and waiting durations of man and machine, in order to find ways to improve.
    • Coordination process analysis consists of two types: man-machine analysis and group-coordination analysis.
    • Groups of people handling groups of machines can also be applied.

Corporate Work Flow & Business Process Research & Improvement Services

Corporate Work Flow & Business Process Research & Improvement Services
  • 8 sessions or above
    4.1Business Process Improvement - (BPI)
    To understand the current business process of the corporation, and to find the causes and solutions of discovered problems
    • To understand the expectations of management levels and supervisors.
    • To understand the current business processes, including the corporation as a whole, and the departments within.
    • To understand the current methodologies of employees in all departments, and the problems they may cause (such as personal preferences, bad habits, illogical methods and ways that defy ERP standards)
    • To find out the problems, their causes, and their solutions or ways to improve.
    • To understand the business characteristics of the corporation, in order to plan and design new and appropriate business processes, information flows and organization structures (This may involve modifications of the ERP System in order to coordinate with the changes, and this requires extra charges)
    • Consultants will execute this course on-site, consuming 8 sessions or above, depending on the severity and impact of discovered problems.
  • 6 sessions or above
    4.2To plan and devise a proposal according to Item 4.1, which elaborates a new and appropriate business process and employee responsibilities, in order to improve the corporate business process
    • Consultancy service is held in the SoftEnable office
  • 6 sessions or above
    4.3Business Process Research - (BPR)
    To plan and devise the current or already improved (after BPI) business process of the corporation and the departments within
    • By using the ERP system as the main guidance, to devise for the corporate and departments the business process, information flow, organizational structure, user group rights, security settings, system parameters and document formats.
    • To understand the business characteristics in order to plan and devise the business process (This may involve modifications of the ERP System in order to coordinate with the changes, and this requires extra charges)
    • Consultants will execute this course on-site, consuming 6 sessions or above, depending on the complexity of the business process.
  • 4 sessions or above
    4.4To record and devise the system implementation guide and user guide (Setup and Entries) according to information collected in Item 4.3
    • Consultancy service is held in the SoftEnable office
  • 4 sessions or above
    4.5To plan and devise main coding schemes of master data and the implementation action plan
    • Consultants will elaborate the coding structures and schemes of important master data, such as Account Codes, Customer Codes, Vendor Codes and Item Codes.
    • To discuss and devise coding structures and schemes of important master data files.
    • To devise and finalize an implementation action plan and user rights configuration chart. (The implementation action plan includes system implementation projects, responsible departments, responsible people, estimated start dates, estimated completion dates, actual start dates, actual completion dates and final results.
    • To finalize the time table of user training and assessment of Setup and Entries.
    • Consultants will execute this course on-site.
  • 2 sessions or above
    4.6To keep records of important coding schemes and structures into the implementation guide and implementation action plan
    • Consultancy service is held in the SoftEnable office
  • 4 sessions or above
    4.7ERP Implementation Training Services
    ERP consultants will conduct the training of responsible employees according to the implementation guide and user guide (Setup), and explain how to use the system or Excel data import formats to establish different Setup master data files
    • Consultants will execute this course on-site.
  • 4 sessions or above
    4.8ERP consultants will assess the qualifications of responsible employees on major tasks regarding Setup master data files (by 10 users as the basis)
    • Consultants will execute this course on-site.
  • 4 sessions or above
    4.9ERP consultants will import the Excel master data files prepared by the employees in charge
    • Consultancy service is held in the SoftEnable office
  • 8 sessions or above
    4.10ERP Data Entry Training Services
    ERP Consultants will conduct the training of responsible employees according to the implementation guide and user guide (Entries), and explain how to use the system for daily data entries
    • Each system module requires at least 1 to 2 sessions. Consultants will execute this course on-site.
  • 4 sessions or above
    4.11ERP consultants will assess the qualifications of responsible employees on major tasks regarding Entry record files (by 10 users as the basis)
    • Consultants will execute this course on-site.
  • 12 sessions or above
    4.12Continuous Improvement Service
    After the completion of implementation and data entry training, SoftEnable Consultants will spend 1 to 2 sessions weekly, lasting for 3 to 6 months, to ensure the normal user operations, to prevent related problems, and to discover areas which need process improvements
    • Consultants will execute this course on-site, depending the learning curves of users and the complexity of the corporate business process

Remarks

  1. Three Hours per sessions - On-site sessions of services at the SoftEnable office
  2. Service Working Hours – 10:00 A.M. to 1:00 P.M., and/or 2:30 P.M. to 5:30 P.M.
  3. Applicable only to Hong Kong and Mainland China offices
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Hong Kong Region Sales Enquiry
Sales Hotline: (852) 2544 5655
Online Skype: kcclandy: My Skype status
Sales E-Mail: andy@keychampion.com;victor@keychampion.com
China Region Sales Consultant: Mr. Wong
Telephone No.: (86) 13632178733     (852) 6250 3962
Online Skype: victor62503962: My Skype status
Email Address: sales@keychampion.com
Business Partners

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Page last modified: February 28 2015, 00:27:37