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Managing inventories of maintenance, repair and operation (MRO) materials is a good example. Typically, the cost of maintenance or repairs is infinitely small compared to the costs associated with unplanned operation downtime. One of the production facilities I visited had built up over $5million in off balance sheet spare part inventory. This was caused by the practice of ordering three items when one was needed to ensure that spares were always on hand. The inventory was not visible on the balance sheet because the cost of all three items were expensed against the repair. Sound familiar?
The practice is actually very common, particularly in larger companies where stock is distributed across many warehouses and many business units. The lack of communication and trust between warehouse managers leads them to build, and jealously, guard their own inventories. In a worst case scenario, I have seen managers purposely mis-identify and mis-label their stock to keep it invisible from other warehouse managers. The behavior was rational as their goal was to take care of the needs of their local production facility not the business as a whole. The solution was to improve communications and trust as well as encourage participation in meeting global rather than only local inventory goals. Better quality data was the key to raising the level of trust necessary to achieve global inventory visibility, but this also had to go hand in hand with streamlining the process for transferring inventory between business units.
管理维护、维修和操作 (MRO) 材料的库存就是一个很好的例子。通常,与与计划外操作停机时间相关的成本相比,维护或修理的成本是无限小的。我参观的一个生产设施已经建立了超过500万美元的资产负债表外备件库存。这是由于在需要订购三件物品以确保备件始终在手边的情况下订购三件物品的做法造成的。库存在资产负债表上不可见,因为所有三个项目的成本都计入了维修费用。听起来熟悉吗？
这种做法其实很常见
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