Controlling the turnover ratio in inventory management is crucial for cost reduction in manufacturing. Classifies inventory into categories based on their value and contribution to turnover. A-items are high-value items with a high turnover ratio and require tighter control, while C-items are low-value items with slower turnover and can be managed with less inspection and measures the variability in supplier lead times, which can impact inventory turnover and reorder point calculations by reducing lead time variability through better supplier management or alternative sourcing strategies, manufacturers can improve inventory turnover and reduce the risk of stockouts.

Inventory Turnover Ratio: This metric measures how many times inventory is sold or used in a specific period, usually a year, and can help identify excess inventory that ties up capital. For example, if a company sells $1 million worth of inventory in a year and has $200,000 worth of inventory on hand, the inventory turnover ratio would be 5.

Hola en alguna ocasión esta tasa de llenado se implementó como índice de la mezcla de inventarios y la función del indicador era medir la disponibilidad de inventarios en términos de un inventario objetivo, definido "make to forecast". "make to stock" o "make to order" el punto medular de esta indicador era evitar a toda costa los "stock outs" y medir de manera adecuada los Días de inventarios para no caer ni en desabastos ni en excesos. El resultado fue un ahorro significativo en capital de trabajo y en venta potencial por disponibilidad y reducción de agotados.

El tiempo de ciclo sin duda nos ayuda a medir la eficiencia del proceso, podemos reducirlo de varias maneras, una es optimizar los inventarios, a través de un análisis de variabilidad de la demanda definir metas o políticas de inventario correctas que eviten excesos, mermas, obsoletos y garanticen por el contrario la disponibilidad de producto para asegurar otorgar un buen servicio, Por otro lado esta estrategia puede complementarse con una mejor negociación de proveedores en cuanto a mejorar los tiempos de entrega, las frecuencias y los tamaños de lote, esto con el objetivo de tener un mejor nivel de inventario y por consiguiente un mejor tiempo de ciclo.

Inventory control metrics play a crucial role in cost reduction and optimizing manufacturing operations. Some of the most common inventory control metrics used for cost reduction in manufacturing are: Inventory Turnover Ratio, Days Inventory Outstanding (DIO), Stockout Rate, Lead Time, Order Cycle Time, ABC Analysis, Safety Stock Levels, Inventory Accuracy, Carrying Costs and Obsolete Inventory. By monitoring and optimizing these inventory control metrics, manufacturers can identify inefficiencies, streamline operations, reduce costs, and improve overall profitability.

La precisión del inventario es fundamental como elemento de control y certeza en cualquier operación, el garantizar esta precisión es un trabajo de todos los días, en donde el equipo operativo debe tener siempre la tarea del acomodo constante en las posiciones precisas, este es parte del secreto, manteniendo un acomodo continua el orden no se pierde, por otro lado implementar una metodología de inventarios cíclicos en preparación para los físicos resultará en una práctica que de manera natural garantiza la precisión.

Es primordial para la buena administración del almacén, los beneficios son grandes lugares disponibles, materiales en ubicación exacta, inventarios rápidos y precisos, no sin antes volver champions y dueños de racks existentes a tus almacenistas, para asegurar los conteos, asegurar el buen estado de los materiales y tener una efectividad a los conteos cíclicos, y crear un experto a tu responsable de logística, parametrizando ubicaciones, creando secciones,jugando con las capacidades de los bines cuando sea necesario y crear almacenes virtuales al tener poco espacio y siempre tener actualizados los Master data de los componentes, logrando eso se obtienen grandes beneficios

Yes, but a central component is good and regularly trained warehouse employees, who are even given the opportunity by their management to regularly take time for data cleaning and maintenance. I regularly notice with my customers and projects that they invest in everything possible, but rarely in clean, regular data cleaning and maintenance. Particularly in the warehouse area, personnel is often only measured based on storage, picking and shipping numbers. All of this impact an efficient stock control which can lead to optimize stock level and finally saving costs.

Inventory carrying cost affects production cost in many ways. Firstly, storing inventory incurs expenses like rent, utilities, and labor. More inventory means higher storage costs. Secondly, excess inventory ties up capital, limiting investments in other areas like research or marketing, hindering business growth. Thirdly, there's a risk of inventory becoming outdated or damaged, leading to losses when written off. Lastly, if a company borrows money to finance inventory, it incurs interest expenses. To control these costs, companies can optimize inventory levels, improve forecasting, and streamline logistics, ultimately reducing production expenses and enhancing profitability.

Procured items are not used, kept in block stock for years. Causing dead inventory, Non moving inventory, obsolescence parts must be removed from the system or inventory, getting approval from finance is a difficult task. Reduce the total manufacturing time by using VSM. This tool.must be repeated to have optimised process, bench mark small scale industries for innovative method, less manpower and cost of Manufacturing.

Lead Time: This measures the time it takes for new inventory to be received after an order is placed. Shortening lead times reduces the need for excessive safety stock and minimizes storage costs.

Days Sales of Inventory (DSI): This indicates the number of days it takes to sell through the average inventory on hand. Lower DSI values suggest faster inventory turnover and reduced storage costs. Lead Time Variability: Evaluates the consistency and reliability of supplier lead times for inventory replenishment. Variability in lead times can lead to stockouts, excess inventory, or production disruptions, impacting overall inventory costs and operational efficiency. Obsolete Inventory Percentage: Calculates the % of inventory that has become obsolete or expired and is no longer saleable. Managing and reducing obsolete inventory helps free up capital, minimize carrying costs, and improve inventory turnover ratios.