>Continued ERP ImprovementsMonday, 24th February 2014 posted by admin_Kingfield
During 2013 Kingfield Electronics successfully completed a new ERP system implementation. After 4-years in the making, our own development team completed the initial software release and staged go-live mid way through 2013. The system now covers virtually every facet of our business operation and is not only a critical business tool, but it increasingly delivers continuous strategic improvements to our customers and suppliers. As part of the on-going improvement process, 2014 has already seen two further significant developments and these continue to drive better business performance, agility, and responsiveness.
January saw the release of a new business analytical and reporting system which features over 100 new charts and metrics. Not only are these visible on-screen and in real-time, but are also easily exportable outside of the system. This provides for easy deployment to customers and suppliers, and permits further data analysis using a variety of tools. One particular customer reporting and metrics pack features over 30-metrics and reports, many of which are totally bespoke to that particular customers’ requirements. This level of reporting provides many benefits especially around the joint analysis of data, and feeds directly into the on-going continuous improvement process. A fundamental benefit of having our own ERP system is that quality performance monitoring is integrated at all levels of the system, and is not merely a bolt-on module or different system altogether.
February has seen the initial release of a sophisticated shop floor data capture and job tracking system. This not only captures all job based activity but also captures non-conformance data, process yields, and process throughput. This information is being utilised to better effect throughout the organisation, and paves the way to provide real time customer order tracking accessed via a web portal.
These changes continue to drive the efficient use of data within the CEM / customer / supply chain relationship which in turn leads to better decision making, reduced waste, and reduced costs. We consider this approach critical to the way in which we do business, and drives our commitment to SC21 and to leaner manufacturing strategies.