----It took almost six months from acquiring the basic
technology to putting SCM into operation. Isn't that quite a short
time?
Yes, but speed is also one of the key strengths
of SCM. In the past, data interchange formats were examined to
facilitate exchanges with specific key locations, and then systems
were established that conformed to the formats chosen. With the
current setup, however, both the data and the applications are
standardized, enabling us to put together a system that is not
location-dependent. This has the advantage of making it easier
to extend the system.
-----How does it feel in actual operation?
Mr. Sanpei is not a member of the Systems
Development Division, but he has been involved in the operation
of the G-SCDB in order to sort out operational issues, such as
how the system should be used, what sort of information should
be shared, and how.
From the operator's side, we can't say anything
firm because it is less than three months since the system went
online. Perfecting it is the next step. We are now at the stage
of running the system while considering how to promote the G-SCDB's
development.
From the operational point of view, the first issue is to encourage users to
make use of the G-SCDB. Led by our division, there are moves afoot to provide
training to promote use of the system.
The G-SCDB was introduced in April, and already it is collecting actual production
and sales results, as well as data on orders received. Since we have already
received requests for certain types of information from various operational divisions,
we intend to extend the coverage of data and implement improvements to make it
easier to use.
We used to extract information pertaining
to the supply chain from a large host computer. Responses were
slow because they had to be specially compiled on each occasion.
From now on, however, people who need information can obtain it
through direct access to the G-SCDB. Where necessary, the data
can be downloaded into MS Excel. It really is more convenient.
I agree with Mr. Sanpei that the system hasn't been publicized
enough.
The impression I get following the introduction
of this system is that collecting information at a single point
-- the G-SCDB - reveals problems that were not apparent before.
It also gives clues as to how to go about resolving these problems.
That's right. With regard to inventories,
it used to take two weeks before people at the Tokyo head office
got an accurate picture of the inventories held by individual local
subsidiaries. However, it took even longer to analyze this data
and take action. Now that they can grasp the situation on a daily
basis, the utility value of the data itself has increased. Our
basic orientation toward inventory volumes and our awareness of
the data's utility value will no doubt change a lot.
On the other hand, we also become aware of new problems, as Manager Takeuchi
says. Up until now, we have seen individual problems in isolation, but now the
disclosure of information enables us to see just how much we really wasted, as
in the case where deliveries of new products continue even though the sales divisions
still have large inventories. When we uncover problems like this, the way we
do our jobs naturally begins to change. We have to change, don't we? |
