Al,

This one is easy! Upgrade to Version 8.XX and make everything a Lean 
Manufactured Item. 
I'm surprised you didn't think of that.




Al Mac <macwheel99@xxxxxxxxxxx> 
Sent by: bpcs-l-bounces+fcdavy=sealinfo.com@xxxxxxxxxxxx
08/30/2005 02:36 AM
Please respond to
"SSA's BPCS ERP System" <bpcs-l@xxxxxxxxxxxx>


To
"BPCS_L discussion" <bpcs-l@xxxxxxxxxxxx>
cc

Subject
[BPCS-L] MRP -> Shop Orders






Managers are questioning the level of clerical support needed to launch 
paperwork to our shop floor, so I'm reviewing what alternatives may be 
available to 405 CD.
* Do we really need to report actual time for the labor, since the 
quantity 
done is good enough for the dispatch report?  What is the cost to the 
company tracking that, and what is the benefit knowing performance and 
actual costs, when we don't track everything anyway, such as setup 
time?  And if we can eliminate actual time, then we not need to know which 

employee did it, just plug in a dummy clock # for everything.
* We have a proposal for discussion on the table to alter the sequence of 
shop paperwork from by shop order to by shop dept, then item, then shop 
order.
* I have rejected several requests to have MRP250 sub-assembly data by end 

item customer, because no one in the company seems willing to enter and 
maintain correct info by item what customer it is for, figure out which is 

the right customer for components that are common to several customers, 
and 
other variations

We do full MRP500 600 CAP600 regen nitely, then production planning uses 
MRP250 (a several hundred page report which we have modified), MRP540, 
SFC550.  If there's a rush item (which happens a lot): SFC500, SFC520. The 

only JIT we do is JIT600 series.

Is anything obviously missing from this picture?

I think what we'd like to have is
1. A way to put a stop order on MRP requirements we not want to make right 

now, with optional reasons
1.1 Engineering Change in the works, hold off on production start until 
this done
1.2 Onsies uneconomical, live without them
1.3 Tooling down for repair, hold off on adding to the bottleneck until 
they get done
1.4 Serious shortage, don't aggravate
1.5 This work is to be moved to another factility, wrap up what is here
2. Then when we have flagged stop on everything MRP says we need, that 
production planning says we not gonna make, at this time, have something 
that will automatically release & print 100% planned orders in some date 
range, whose MRP251 conclusions would be "Ok to release" 100% because we 
have all the raw materials needed, and where there are multiple 
requirements for same item within the selected date range, aggregate the 
whole thing into a single shop order ... this would replace production 
planning now having to individually release stuff ... which is several 
thousand new shop orders each week
3. Full regen would not undo the "stop flag"
4. Reports listing stuff with the "stop flag" for review which to take off 

that condition
5. This way we shift focus from manual effort getting the non-exceptions 
paperwork on its way, to managing the stop conditions that we never seem 
to 
have time to deal with, and thus they tend to pile up, complicating the 
task of selecting what to release

-
Al Macintyre  http://www.ryze.com/go/Al9Mac
BPCS/400 Computer Janitor ... see
http://radio.weblogs.com/0107846/stories/2002/11/08/bpcsDocSources.html

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