Your key supplier is facing unexpected production delays. How will you navigate this challenge effectively?

1. Determine the current inventory levels and assess how long they will last under normal production schedules. 2. Inform key stakeholders, including production, sales, and logistics teams, about the delay and its potential impact. 3. Identify critical orders and prioritize their fulfillment and communicate with customers to manage expectations and provide revised delivery schedules if necessary. For long term solution: Identify and evaluate potential alternative suppliers who can provide the needed materials or products on short notice and consider the feasibility of splitting orders among multiple suppliers to mitigate risk.

Challenges like this scenario test the flexibility and recovery agility of your Operations. Unless you need a very specialized part that only one supplier can provide, diversify your pool of suppliers. Have at least 2 trusted suppliers for each of your parts. In the IT World there is this term: Single Point of Failure, that refers to one key element of the connection that will bring the network down. A key supplier can be a Single Point of Failure. Managing the Inventory effectively is an important way to determine fast what areas of your Operations are most impacted. Involve your suppliers in your Lean/Continuous Improvement journey, so any inefficiencies on their side that might affect you can be addressed. Communicate often. AT??

Building a Strong Team for Your Business A strong team is the backbone of any successful business. It's essential to have individuals who share your vision, complement your skills, and are passionate about the company's goals. Key questions to ask: What are your business goals? Where do you envision your company in the next 5 years? What are the core functions of your business? Sales, marketing, operations, finance, etc. What skills and expertise are essential for each role? Technical skills, soft skills, industry knowledge. What is the ideal team size for each department? Consider workload, efficiency, and budget. What is your company culture? What values and behaviors do you want to foster?

Creo lo primero que hacer una reunión con el equipo en ese sector y preguntar que esta pasando por el retraso, sí se puede mejorar o debemos cambiar o ajustar algo en el proceso o mantenimiento para que se sientan con todos son uno.

1-After analyzing the Industrial Schedule, notify all people involved, including production, sales, purchasing and customers. Other suppliers must inform how much they can increase their deliveries, identify potential suppliers for immediate deliveries, and create a plan to increase internal production in the following weeks, evaluating which customers can be delayed without major impacts.

Es lo ideal estar en contacto con todo y hacer saber el por que ,el retraso. Somo seres humanos y por eso no es caso de vida o muerte llegar en los tiempos, hay veces que las programaciones tienen un factor de seguridad, pero pueden haber mas inconvenientes que por allí no se tuvieron en cuenta.

1-After analyzing the Industrial Schedule, notify all people involved, including production, sales, purchasing and customers. Other suppliers must inform how much they can increase their deliveries, identify potential suppliers for immediate deliveries, and create a plan to increase internal production in the following weeks, evaluating which customers can be delayed without major impacts.

Na FCA realizamos balanceamento PCP eliminamos riscos de perdas produtivas, simultaneamente, buscamos fornecedores parceiros com capacidade de atender à demanda com qualidade, dividindo a produ??o para mitigar riscos futuros. Implementamos um estudo Kaizen de capabilidade dos fornecedores, estabelecendo um balanceamento produtivo entre eles. Essa abordagem proativa e colaborativa resultou na supera??o do desafio, garantindo a produ??o contínua dos motores FIRE e fortalecendo a resiliência da cadeia de suprimentos da FCA.

En este punto es fundamental, luego de la reunión con la gente que esta cargo de esa linea de producción, hacer un seguimiento tanto sea de llegada de materias prima, calidad, proceso de producción tiempo en cada sector y en primer caso tratar de ajustar en lo posible rápido para poder achicar el retrasó que se comento a los clientes y entregar donde también a la par ajustar el porque ocurre esto de inmediato

1-After analyzing the Industrial Schedule, notify all people involved, including production, sales, purchasing and customers. Other suppliers must inform how much they can increase their deliveries, identify potential suppliers for immediate deliveries, and create a plan to increase internal production in the following weeks, evaluating which customers can be delayed without major impacts.

Esto es realmente fundamental tener bien el mismo, ya que por allí se puede optimizar el pro ceso y poder dar tiempo al producto que esta retazado, por ejemplo

It is very important to make a complete reassessment of available stocks, reassess other inputs, rebalance the lack of this component, evaluate the just in time of all lines and re-inform a new operational schedule avoiding wear and tear with the customer.

It is very important to have a continuous evaluation of our suppliers' deliveries. When we notice delays, we must immediately rebalance these supplies and increase the safety margin, or even consider other suppliers. It is very important that the Industrial schedule is met.

After reviewing the supply contracts, it is very important to meet with the supplier to understand the causes of the delay, whether it is due to seasonality of labor or raw materials. Both are equally worrying. We need to understand the measures taken if they are relevant and evaluate with them possible fines or even termination of the contract.

To avoid delays we need to be focused and control 4 M (Men, Machine, materials and methods) on the production floor. Pre planning of these 4M will definitely improve our service to our customers.

Necessário se faz que tenhamos sempre uma fonte alternativa operando. Fornecedor A : 60 % Fornecedor B : 30 % Fornecedor externo C : 10 % Todo final mês um relatório com a compara??o sem citar nomes do rendimento / qualidade / entregas, etcetera

Creo que el trabajo en equipo es fundamental y hace a que las personas tengan dignidad que es muy importante, como también creo que hay que estar en contacto con sus empleados ya que la circunstancia de la vida a algunos nos afecta mas que a otro y a veces con un simple consejo se ayuda a superar eso y esa persona se recupera en todo sentido.

Compliance with an industrial schedule is very important. The entire dynamics of the company are based on this schedule. The commercial area bases its deliveries on this schedule and failure to comply will cause serious damage to the company, and its image and credibility will be in jeopardy. The financial area, in turn, suffers serious cash flow problems in addition to wear and tear and fines from banks.