In his S&OP article, 'Globalisation Rethink?’ (The Manufacturer, April 2008), John Dwyer reflected on the history of S&OP since its advent in the 1980s and posed the question: “Why did Oliver Wight change the name of S&OP to integrated business management? Who better to ask than Oliver Wight themselves?
Disasters happen. Two years ago, for example, Dell was one of several laptop makers faced with a serious product recall caused by the supply of faulty batteries. Ruari McCallion finds out how some of the best companies put procedures in place so that, should the worst happen, a product recall can be managed effectively and efficiently
Many companies like to stick with the payroll system they know rather than experiment with new flavours. But they may be missing out on useful functionality that integrates with human resources and ERP systems, says Brian Davis
Although lean manufacturing has become universal, few companies recognise that it also applies to the very front end of the process. Steve Boam looks at how to apply lean to new product development
Lean is described as a journey and not a destination, yet the route often bypasses the new product development process. Debbie Giggle finds that its use in design and innovation is often a sign of lean maturity
For too many companies, says Colin Chinery, front-line leadership is deficient and its development disregarded or under-resourced. But for those collaborating with external training programmes, the results can be impressive
The recently announced cut in highly skilled jobs at BAE Systems underlines the sheer paradox of Britain’s perennial skills crisis. Colin Chinery reports
