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We are also BPCS 405CD but NO outside operations. Here are some ideas you might want to consider. For some critical WIP (they never explained the logic to me why these operations are deserving of this) we have operation 999 which is structured for zero labor cost and zero raw materials consumed, just the final part is received. It's function is paperwork inspection. We have all kinds of shop floor inspections to make sure the part is manufactured precisely correctly. Operation 999 is to make sure all the reporting and paperwork done right before the shop order is finalized. As I mentioned in another thread here, when we do CST900 we precede it with a query to work file that captures list of FSO data associated with orders coded for purge, and tacks on cost BEFORE the purge, so that AFTER the purge we can run reports on what the impact those orders had on our now costs. One of those reports is end items ... show cost standard and actual, price, so we can compare standard profit with actual profit. There's also at time of shipment, let's look at actual cost to see if it was out of line. We have EOM reports off of SSD and SSH files, that sort profitability by item by customer, to give overall picture for month, year to date. Another set of reports from the accounting files end to show which customers are paying their bills promptly and which are consistently late. Our customers request periodic reviews & they also get them when they change the parts. So basically we are looking at prices from various different perspectives to see which are problematic. We use JIT600 on 99% of our labor reporting because it dramatically reduces paperwork and input keying (I have not been able to persuade the powers that be to go with bar coding): One shop order operation labor ticket summary screen (leave employee # blank) You get a crew screen to do multiple start stop times all on the one ticket Then there is the inventory raw materials manipulation screen In many cases we just take defaults. I have always seen a problem with customer service drill down to status of our production of an order. Let's suppose that for some reason we have some order is late. It might be due to a problem with raw materials. It might be due to inspection stopping production & repairs needed. It might be a problem with a bottleneck machine that generated excess scrap, now fixed, but the work there is delayed. There are an infinity of possible reasons why a customer order is coming late, but usually the first that customer service knows is that the delivery date comes and goes but the part did not leave the building. I think what's needed is MRP education. How to drill down through the MRP data to see that the required components of a customer order are in expedite mode, or some report that takes what is in expedite mode and pegs it to what customer orders it is for, then provides an alert that perhaps we have a problem with those orders. >So, what do you guys do? > >BPCS 4.05CD. Roughly 50% of my product line calls for an outside operation. >The routing/process labor step is coded 'C' with a standard cost and queue >time. > >The problem is that I'd like to set up a blanket order to fix pricing, which >is individually done now - we'd like some sort of across-the-board pricing. >We'd like to cut down a ton of paperwork and operations - keying printing >and filing the PO, pulling it, matching it with the receiver and invoice, >etc. When you setup a blanket like this, the identifiability of the item is >lost - customer service can't see that the item has 'left' WIP and is now >rambling about the countryside somewhere. > >Should I use some sort of inventory transaction to maintain trackability? >Report labor against a fictitious labor step (so as not to add cost)? > >How do you do it, please? - Al Macintyre (macwheel99@sigecom.net via Eudora)
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