We had sophisticated systems that never talked to each other. As a result, most of the time the functional organizations were trying to second-guess what others were doing. For example, suppose there was a need to build 1,000 units. Production Control (PC) might decide to order 1,100 units, because they didn't always get what they wanted from material control. Material control might think: "PC never gets their forecasts straight; I know they'll ask for more." So they might add 20% to the PC request.
Article
Real-Time Visibility, Enterprise-Wide: Are We There Yet?
Posted February 1, 2003 | Leadership | Cutter Benchmark Review
About The Author
Robert D. Austin is a Cutter Consortium Fellow and a member of Arthur D. Little's AMP open consulting network. He is a regular speaker at the annual Cutter Summit and often delivers Cutter Bootcamps. Dr. Austin served as a professor on the faculty at Harvard Business School for more than a decade, and then as Professor of Management of Innovation & Digital Transformation at the Copenhagen Business School in Denmark. He is currently Professor… Read More
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