Thank you for your responses. They have been very insightful.
I'm trudging through the volume of information....
Business Systems Analyst - Finance
t. 310.832.8000 | f. 310.519.2605
P.O. Box 1950 | San Pedro, CA 90733 | USA, Earth
[mailto:bpcs-l-bounces+mperna=contessa.com@xxxxxxxxxxxx] On Behalf Of Al
Sent: Wednesday, September 10, 2008 9:55 AM
To: BPCS ERP System
Subject: Re: [BPCS-L] Implementing Cost Accounting
RE: >> Does any one have any recommendations as to the best approach to
1. Hire an expert in managerial accounting for manufacturing, and have
management give that expert appropriate support and backing. If you
to promote someone from within to such a position, then send that person
APICS classes to learn the fundamentals of manufacturing accounting
management, before addressing how BPCS does it.
2. Send that expert to BPCS classes to learn how costing works best
context of all of BPCS.
3. Bring back extra copies of BPCS Costing Manuals to share with
co-workers, and be available for reference by future employees. Perhaps
arrange for this documentation to be on-line available for reference by
employees. Encourage staff to study it.
4. Evaluate Strengths, Weaknesses, Opportunities, and Threats involved
5. Contract with a first rate BPCS tech support outfit and use their
6. Bring the BPCS Costing Professor to your facility to teach relevant
managers and rank and file in departments relevant to Costing working
effectively, so that company leadership and staff are all on the same
with respect to making your future costing a total success.
7. Implement costing, with the help of BPCS Pilot Environment to verify
test everything setup correctly before using that to run the business.
8. Conduct periodic audits of your implementation, to identify areas
the company has gone astray, and how to efficiently fix the problems.
The above plan also applies to implementing any other strategie areas
running the business. Don't forget infrastructure that might not be
your version of BPCS, such as good security, supply chain,
with customers and vendors, tracking engineering changes, managing
reduction of returns.
Or do the quick and very dirty way that everyone generally chooses to do
Do not even consider the notion of building a world class profitable
competitive company, that has 100% accuracy in inventory, engineering,
Stick with a version of BPCS that is 20 years obsolete.
Over time, replace personnel who know what they are doing, with people
can be hired for lower payroll.
Encourage staff to throw away good quality manuals as soon as the
individuals in question have learned whatever they wanted from them.
Don't spend any money on educating any of the staff in how factory
Don't spend any money on teaching any staff how BPCS costing works.
Especially do not spend any money on getting any good quality BPCS
Have staff struggle with the documentation, suggestions from other
companies on discussion lists like this.
Blunder into trying out various superficial ideas on what constitutes a
good costing system.
Then annually spend thousands of dollars fighting fires with a stressed
staff, while running a very inefficient and costly system.
Don't waste money on auditors to identify problems, give advice on how
fix, or ISO process to improve the business.
15 year veteran of BPCS
25 year veteran of ERP
45 year veteran of midrange computing
60 year veteran of having a dangerous big mouth
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