Sales and industrial forecasts remain essential to plan and prepare short, mid-term and long term future.

The target is continuous monotoring a each step of  the supply chain connected to the real life and unforeseen events.

The obstacles of ERP to be solved during the transition from scheduled to continuous monitoring are precisely identified. They concern:

- the anticipatory programming which leads to wrongly assimilating all stocks to waiting times expressed in weekdays                                                                                                – inventory management by order point method and the very chaotic “bullwhip” effect that can result ,                                                                                                                                – the obligation to have, in addition to the classical bill of material ,  data Gopal             ” flowlines routes”,                                                                                                                                     – a clear distinction to make between decoupling stocks or supermarket (expressed in number of parts) of waiting stocks (WIP) expressed in durations (hours).              These obstacles are removed by the GSP ERP interfacing software.

More than 50 years ago, the genius of Taiichi Ohno had anticipated this evolution in his machining shop continuously  monitored by replacement of real consumption, the events were thus gone some!

Shortages and emergencies due to unforeseen events were therefore on the agenda as early as the 1950s to outline the construction of the “just in time” pillar, which has now been fully implemented with GOPAL continuous monitoring

            

The board of management have to be convinced, after a short training, through a precise diagnosic which will engage multidisciplinary project team.

Out of human management constraint, there are no prerequisite on the technic, organisational or planning level:  target is to apply method within the existing situation no matter forecasted difficulties.

Whatever enterprise and project we consider, the value diagnosis will be made from standard figures which follows and cover all the TPS including the intricate  « lean manufacturing » component.

Results of actions on « lean manufacturing » will be analysed and included in the data base which will allow to build a valued actions plan with scheduled results.

On the diagrams, golden yellow shapes link to valued results as declared by customers.

This picture shows a comparison between  « lean manufacturing » and GOPAL continuous monitoring

tabs precise exactly the content of each method.

 

The integration of GOPAL continuous monitoring to companies software IT  environment opens the way to all supply chain applications;

The standard method is empowered by the diagnosis-seminar for management team on the one hand, and the IT integration on the other hand.

On the diagrams, golden yellow shapes link to didactic diagrams.

Project implies a transverse management with, for example, two project teams working in parallel.

The benefit of having a standard integration allows a decrease of computing costs.

The standard project will start at the same time for all stakeholders including IT integration.