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Using Data to Drive Productivity, Culture and Customer Service

September 24, 2019 Shawn CasemoreBarrie, Collingwood, Midland, Owen Sound

Our recent strategic interest group event at Kuhl Machine Shop (KMS) was a packed house! Our hosts, Dave and Karen Kuhl, along with Matthew McLeod shared exactly how KMS uses its data, extracted from their ERP system (E2) to run various reports and to fuel their communications, capacity planning and employee development.

In addition to how they extract and use data to drive their organization, some additional points that were shared and were considered key to achieving positive outcomes, specifically:

  • Being transparent with all employees specific to order volumes, back orders, and the status of customers which in turn KMS finds helps employees make their own decisions around whether they stay and work overtime or not.
  • Showing how employees allocate time on a weekly basis, including both direct and indirect work is also a key component to helping employees understand the influence of indirect work, which although necessary needs to be maintained at a minimum level.
  • Why entering all vacation time into their programs provides a clear understanding of available capacity and in turn leads to happier customers when delivery dates are more accurate.
  • Having a visual means to portray how employees can respond to “events” happening such as rejected parts, missing process steps, customer complaints, etc. By showing and training employees on how to deal with different events, such events are reduced in both frequency and severity.
  • Maintaining training as a scheduled event (with it’s own part nu

    Using Data to Drive Productivity, Culture and Customer Service

    Our recent strategic interest group event at Kuhl Machine Shop (KMS) was a packed house! Our hosts, Dave and Karen Kuhl, along with Matthew McLeod shared exactly how KMS uses its data, extracted from their ERP system (E2) to run various reports and to fuel their communications, capacity planning and employee development.

    In addition to how they extract and use data to drive their organization, some additional points that were shared and were considered key to achieving positive outcomes, specifically:

  • Transparency with staff specific to order volumes, back orders, and the status which in turn allows employees to be aware in advance of potential overtime requirements
  • Transparency with staff on weekly live-data showcasing employee’s time allocations (direct & indirect labour) is a key component to helping employees understand the influence of indirect work, which although necessary, should be maintained at a minimum level.
  • Entering all pre-approved/future-dated vacation requests into their ERP provides clear understanding of scheduling capacity as the individual’s hours are removed from program which, in turn, leads to accurate delivery commitments and satisfied customers.
  • Maintaining training requirements as a scheduled event in the ERP (by assigning individual part numbers & instructions for each type) supports accurate capacity planning, and ensures training deadlines are met and consistency in criteria/content.
  • Providing to staff a visual means that portrays response routes to potential “events” such as late or rejected material, router adjustments, customer complaints, etc., and training on the aspects that can trigger an “event” along with the response routes, offers a reduction in both frequency and severity.
  • Following the event all attendees were provided a tour discussing many of the changes and improvements KMS has made to serve it’s growing customer base. Future expansion plans were also shared, as demand for KMS’s services grows.

    If you’d like to attend a future strategic interest group event in the Owen Sound Area, contact me at scasemore@emccanada.org or visit www.emccanada.org/events