AEROSPACE SUPPLIER SELECTS VISUAL ERP TO IMPROVE DELIVERY AND QUALITY ASSURANCE AND EFFECTIVENESS
Soldream Inc. is a US based Connecticut market leading supplier of aerospace and defense component manufacturing including design, fabrication and machining of complex assemblies from wide variety of materials, such as high temperature alloys, steel alloys, stainless steels, titanium, aluminum and many others.
Soldream Inc. is anticipating a long period of year over year growth. The company evaluated its legacy ERP system and determined that their current system was missing several key features that were important to support Soldream’s planned growth and was also not as user friendly and easy to learn as newer generation ERP software. Soldream Inc. also had to comply with high quality demands in a near zero fault tolerant industry which made a compelling case for finding a system with strong QA abilities.
Soldream Inc. conducted a formal ERP Selection reviewing the following systems; Epicor, E2 and JobBOSS. During those comparative analysis sessions, it was pointed out that local companies of similar size were successfully using VISUAL coupled with the support of the Synergy Resources team which has years of hands-on manufacturing experience. Synergy’s team is also based in New England and headquartered in New York.
In addition, there are local VISUAL User Groups which hold quarterly meetings with similar A&D users to discuss current solutions and participate in future design and functionality recommendations. Special A&D tools to improve transferring of forecast data to and from A&D contractors made the solution an easy decision. Synergy’s SmartViews reporting tool promised to make data decisionable and accessible.
Soldream Inc. focused on capabilities to administer all of their quality, financial, purchasing, inventory and production planning requirements. Soldream Inc. was fortunate to have employees with previous experience with both VISUAL and Synergy Resources. Their input was positive and certainly was one of the factors that helped determine which ERP system to select. Several other employees had experience with other ERP systems and did not recommend using the software systems they used in the past.
Soldream Inc. believes that they will benefit from the implementation of VISUAL in many of the following ways:
- Improved on time support of customer’s demands
- All major functions utilizing one unifying system, one view of the truth
- Improved cost tracking, based upon facts
- Improved communication of demand across all functions and levels of management
Soldream Inc. will leverage VISUAL and its expertise of innovative engineering design, rigorous manufacturing techniques, and uncompromising quality for its custom designed precision A&D products. From concept to production, Soldream offers a dedicated team to optimize their customer’s A&D systems.
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Discrete manufacturers face constant pressure to deliver a quality product on time, every time. Economic fluctuations, compliance mandates, skilled labor shortages, and the ever increasing costs of operation are only a few of the complexities manufacturers face every day.
Commonly it is found that owners and senior executives of small to mid-size manufacturers achieving higher levels of process consistency and operational excellence share the following characteristics;
- They have developed a business blueprint, or what most call a Strategic Business Plan.
- They have a clearly define Organizational Structure that is shared with and know to all employees.
- They have developed Operational Support Systems combining the benefits of Lean and the Power of ERP. The objective of these systems is to support and make efficient all the activities of the organization.
- They have established Training and Job Enrichment programs as well as incentive compensation plans that are designed to encourage each associate to improve and contribute.
- They Reward Performance by rewarding those who consistently contribute to continuous improvement and positive results. Most importantly, it also disciplines those who deviate from acceptable behavior. Positions, tasks, duties and responsibilities are defined and communicated and performance is routinely measured.
Setting the foundation in place!
A Strategic Business Plan clearly describes the business concept, the business mission and the owner’s or company’s philosophy of business. This document also sets forth personal and corporate goals with specific timelines and the recommended strategies to achieve them.
The Organizational structure must include all the company’s policies and procedures as well as the positions, tasks, duties and responsibilities of the employees. This should be designed to encourage all employees to perform to their utmost capabilities and carefully communicated throughout the company at regular intervals.
A Seamless Collaboration!
The Operational Support system has a significant impact on how training and job enrichment programs as well as the performance reward programs are structured. Well structured, they also relieve management of many day-to-day routine activities, giving owners more time to be strategic thinkers.
Lean, a western adaptation of the Toyota Production System (TPS), is often considered to be an efficiency and productivity improvement practice. But the true TPS philosophy is founded on the singular focus of value added. To become Lean, a company must take a hard look at processes and practices to identify those things that truly add value for the customer and eliminate those that do not. The continuous pursuit of waste elimination is the essence of Lean. Production processes and activities alike can be directly addressed in this value vs. non-value added campaign. And it does not stop there! Lean can and should extend beyond the shop floor. Indirect activities such as logistics, administration, engineering, and warehousing, as well as other non-manufacturing activities can benefit as much from Lean thinking.
As Lean thinking has evolved and the concepts broadened, Lean advocates have come to recognize that Enterprise Resource Planning (ERP) and Lean work together very well – each supporting and enabling the most important objectives of the other. Likewise, leaders in ERP technology development today advise enterprises to recognize the fact that the manufacturing world is getting…Leaner.
In essence, Lean becomes the culture or behavior of the company and the ERP system become the central nervous system by which the company responds. With the ERP system carrying the definitions, the data, a record of the activities of the organization, and providing the measurement system for determining where opportunities for improvement lie – it also provides the measuring progress of efforts to know where to effectively apply Lean to further reduce and eliminate waste.
Caution – Don’t “go it” alone!
Reaching out to a trusted business improvement partner to realize your full potential has become a natural response for many small to mid-size manufacturing companies. Lean and ERP deployments alike require extensive system knowledge and strong change management skills to achieve success. Business improvement partners with expertise in both Lean and ERP will ensure conflict does not become a roadblock to achieving excellence.
About the author: Michael Canty is the Business Unit Director for Synergy Resources Business Performance Solutions group. Throughout his thirty plus years of service he has used his vast business knowledge and by applying various strategies, technologies, tools and methodologies, helped a large number of manufacturing companies develop and implement effective business strategies and processes leading to improved operational performance.
About Synergy Resources: Synergy is a privately held company headquartered in New York that has partnered with manufacturing companies for more than 20 years. Synergy specializes in providing products and services to help improve the overall business performance of manufacturing companies. With offices throughout North America, Synergy has more than 90 industry tested employees supporting 700+ customers.
Synergy’s Business Performance Solutions team provides strategic business planning services and advice to executive level management teams. The Professional Service team provides ‘best practice’ operational and financial services, supports software application training and deployment, and delivers hands-on Lean, TOC (Theory of Constraints) and Quality services.
Synergy’s Project Management Office (PMO) provides dedicated project management support to oversee our Clients programs and projects to ensure scope is maintained, schedules are achieved and budgets are managed. The Technical Services Group administers Synergy’s Cloud hosting program, supports product installation and data migration needs and has a dedicated programming team that develop ERP product extensions to support customer needs.
Paul Tedford, Director of Business Solutions at Synergy accepted the prestigious award “Infor Manufacturing ERP Partner of the Year” for FY 2016 at the Infor Americas Partner Summit 2016 which is being held in New York City this week. Synergy received the award for the most new net sales, the most transactions and the highest revenue.
Synergy’s Director of Business Development, Andy Pratico, was interviewed by Michael J. Kessler, CPA on the news radio program Business Profits In The Real World. Please listen as Andy shares his insight on the success of Synergy and his strategy on how you too can bring your business to among the most profitable in your industry!
Tune in to listen to Michael J. Kessler hosting Business Profits In The Real World on Saturday afternoons at 4 PM on LI News Radio 103.9FM.
Click below to listen to the interview.
Synergy’s John O’Hare and Brett Vecchiarelli are rockin’ VISUAL ERP at the Design & Mfg New England tradeshow today and tomorrow. Be sure to stop by to see them at booth 1125. They are ready to help you with your ERP needs!
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