Supply Relationship Initiatives
Supply Relationship Initiatives
Successful supply chain partners
have focused their approach
on reaching pricing targets.
Supply Relationship Initiatives
Supply Relationship Initiatives
Successful supply chain partners
have focused their approach
on reaching pricing targets.
Supplier Relationship Management
Supplier Relationship Management (Vendor Relationship Management) is a set of principles and processes, that help organisations build real sustainable value with suppliers. This minimises risk and manages costs through the entire life cycle of the product.
Compliance, traceability, transparency and sustainability are key aspects of a well managed supply chain. Cost remains the key factor in procurement. As a result how organisations hit price targets has evolved.
An AMA client stages a multinational vendor base seminar to roll out key Supply Chain objectives.
Developing a Shared Platform
Supplier Relationship Management is built on two key principles: commitment between supplier and buyer, and a shared approach to improving performance and efficiency of the extended process.
AMA specialise in providing global brands and their vendors with platforms of improvement: A middle ground where shared objectives are supported with gold standard innovation and training.
There are 17 areas of focus within AMA's Manufacturing Excellence Audit. The audit is a benchmarking exercise for co-operative, effective vendor buyer improvement projects.
An AMA client's vendor leadership, taking part in a Kaizen event (continuous improvement brainstorm).
Manufacturing Excellence Platforms help brands and factories build real programs for efficiencies to support Supplier Relationship Management initiatives.
Calibrate and measure your supply base
AMA help brands calibrate their vendor base with our Lean Manufacturing Audit: a detailed survey of best practice across twenty functions of the vendors' business. From there key suppliers and the brand define goals and set improvement targets. The AMA Manufacturing Excellence Platform supports process and manufacturing initiatives to deliver SRM goals.
An example of a supply base audit in process management.
Medium to long-term SRM objectives can be large in scope. Product consolidation, relocation of manufacturing, automation and the security of raw material are all projects that AMA have successfully supported. We can ensure world class brands and their suppliers reach their objectives on time and on budget.
Lean Manufacturing
Lean Manufacturing
A business model based
on competitiveness
Lean Manufacturing
Lean Manufacturing
A business model based
on competitiveness
Manufacturers are realising that if they are to stay competitive they must streamline their process so as to reduce costs, elevate quality and offer better response to customer needs.
Members of the AMA project management team and "Subject Matter Experts" (SME) based in our Vietnam and Guangzhou offices
Stability
A Lean Production system drives stability into the heart of the business. Manpower, Machines, Materials and Methods (the 4Ms) are stabilised and the organisation learns how general predictability and measurement of performance leads to the elimination of waste.
Change of Mindset
An organisation's Lean Journey starts with small controlled steps. It is not a revolution but rather a shift in mindset at all levels of the organisation. It is people-centric and drives new ways of seeing efficiency opportunities, from the boardroom to the shop floor.
The Value Stream Map shown above is one of the tools used to help pilot projects assess opportunities as part of Step 2 on the Lean Journey.
From Pilot to Continous Improvement
AMA supports the development of an organisation's familiarity and confidence with lean methods and tactics with a proven framework of steps.
Sometimes the first steps to Lean are as simple as a clean up... Sort is one of the THE FIVE S's: a training exercise used in step 1 on the Lean Journey.
Step 1: Is a practical introduction with learning exercises, training and education.
Step 2: As key players in the organisation become familiar and confident with lean principles, they plan and implement pilot projects. This step is both a learning process and a practical execution of improvement initiatives.
Members of a Lean Manufacturing team, working on visualising issues and defining improvement opportunities.
Step 3: By this stage habits of lean production have been imbedded in the organisation. There is ethos of continuous improvement is supported by staff well-versed in Lean methods.
Automation
Automation
Computer Integrated Manufacturing
and robotics are developing
at such a pace that nearly every
industry is seeing implementation.
Automation
Automation
Computer Integrated Manufacturing
and robotics are developing
at such a pace that nearly every
industry is seeing implementation.
As AMA clients implement Lean Manufacturing strategies over time, their process begins to incorporate Continuous Flow Management (CFM) and Just In Time (JIT) principles. This gives them the ability to consider automation and the benefits it can offer.
Manufacturing Systems
Facilities that have developed a Lean Manufacturing System have worked through many standardisation vs flexibility issues, and are in a good position to understand their product and customer demand vs. equipment and process agility.
AMA helps clients identify why they should automate in the first place and facilitates projects that help them define how and what elements of their process are right for automation.
“Automation is much more than just reduced labour costs. It’s about staying competitive with improved cycle times, better quality and a more balanced process.”
AMA's certified Integrators ensure every aspect of automation is considered and prepared-for before investment and implementation.
Wider Benefits from Automation
Reduced direct labour is not the only factor when considering automation. Improved quality, inventory reduction, lead-time, industrial safety and compliance are other strong decision factors.
When potential for industrial automation is identified, the manufacturing system must be redesigned to maximise its integration. Robotics and mechanical automation is developing at a very fast rate. Most industries find that they can add automated process and benefit from Computer Integrated Manufacturing (CIM).
Integration of Automation
AMAs certified Integrator team works with our project managers to facilitate successful automation strategies: from early investigation and research to trials and adoption. AMA Integrators work with suppliers and plant Industrial Engineers to ensure dock to dock process flow has been aligned and balanced for maximum efficiency.
Many of AMA's clients are discovering how integration of robotics and automation in process "bottleneck" open up a new world of accuracy and efficiency.
Jidoka
Judoka is one of the two pillars of the Toyota Production System along with Just-In-Time, both important elements of Lean Manufacturing.
Jidoka aims to build as much “autonamation” (independence of machines from man) into machines that humans interact with: machines that reject or stop when they encounter faulty materials. CIM adoption allows other non-automated processes benefit from better control and built-in quality functionality. AMA teams extend the benefits of CIM through process design and line-balancing.
Learn more about AMA's Service Excellence Platform.