Yep! And Kevin, that was a great response! Where do you teach? :)
And you can't overemphasize the need for a fixed schedule/'frozen-zone".....
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-----Original Message-----
From: Charley Simpson <csimpson@xxxxxxxxxxxxxxxxxx>
Date: Thu, 10 Apr 2008 13:49:04
To:MAPICS ERP System Discussion <mapics-l@xxxxxxxxxxxx>
Subject: Re: [MAPICS-L] MRP
What Kevin said.
At the risk of speaking for everyone on this list who uses MRP: I am sure we'd LOVE to hear how this turns out!
Charley Simpson
Turbonetics Inc.
Phone:805-581-0333
Direct:805-426-3410
Fax: 805-581-2640
www.TurboneticsInc.com
www.eTurbochargers.com
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-----Original Message-----
From: mapics-l-bounces@xxxxxxxxxxxx [mailto:mapics-l-bounces@xxxxxxxxxxxx] On Behalf Of Kevin Fox
Sent: Thursday, April 10, 2008 10:44 AM
To: 'MAPICS ERP System Discussion'
Subject: Re: [MAPICS-L] MRP
Teresa
I would make certain that everyone that has input into the MRP data is fully trained on the impact of their data. I'd also especially educate the executive management on the potential impact of turning on MRP.
When you begin to use MRP inventory ALWAYS increases (assuming that the reason for using MRP is to improve the availability of parts to meet demand) as the improvements will first require purchase or manufacturing of material that is below demand levels and simultaneously the current on hand balance for material that exceeds demand will not be utilized as fast. If management does not understand this fact of MRP "life", they will be in for a rude shock and will immediately begin to question why MRP.
All of the data means ALL of the data must be accurate and under control.
Inventory On hand Balances should be 95%+.
Note that there is no such thing as 100% accurate for all parts all the time. The small error of +/- 5% is generally acceptable as an overall number. Obviously if you have extremely expensive parts the accuracy should be higher. For example, if your manufacturing PC motherboards the INTEL or AMD Chips are so valuable that a small error in accuracy and very quickly result in a very large inventory problem.
Demand must be 100% accurate.
Demand is the open orders backlog. Demand is the forecast. Demand is the Open manufacturing orders that supply sub-assemblies and components.
Keeping the open orders backlog and the open manufacturing orders accurate is work. By accurate I mean quantities and dates. MRP does not know what to do with past due demand. After all, how can I produce something yesterday? If your companies habit is to always be "somewhat late", there will be hell to pay when MRP is turned on.
When I talk about forecast being accurate, it is a bit of an oxymoron.
After all, we all know that all forecasts are wrong. The most common mistake as a result of this is to NOT forecast at all. There is NO such thing as an un-forecastable market. Don't every let anyone tell you different.
But the forecast I'm talking about is not the sales goals are targets. It is a systematic method of using systems to generate demand and using that demand as input into the MRP plan. The most important thing about a production forecast is not that it is 100% accurate, but that it is 100% accurate to the PLANNED INACURACIES in the forecast. If your company uses a systemic approach to forecasting for production then you will have a range of deviation from the forecasts that can be used. For example, if your forecast method is to ask each sales rep to submit their next quarters pipeline, and each sales rep does more than to stick their thump in the air and guess, then you will get a consistent range of forecast error. Your forecast can be 10% over one month, 5% under the next, 10% under the next and 25% over the next.etc. etc. What you want to know is the standard deviation from forecast. And you plan for the overages. This is used as the formula to calculate safety stoc
k. It is knowing this deviation that needs to be accurate, and the safety stock levels needed to meet the "error rate of the forecast when the forecast is exceeded".
Planned Lead Times must be 100% accurate.
This means all lead time for purchased goods and also for manufacturing orders. XA provides excellent feedback on actual to planned so that these can be adjusted as needed.
Bills of Material must be 100% accurate.
If you don't have good engineering change control in place, don't start MRP.
It should be unacceptable, as a general practice, to be making changes to components after orders are released to production.
Finally, here is the real test question as to whether you are "ready" for MRP.
Do you trust the system enough to allow it to automatically, electronically order material from your vendors DURING the MRP run? If not, find out why and fix it.
Hope this helps.
Good Luck
Kevin Fox
-----Original Message-----
From: mapics-l-bounces@xxxxxxxxxxxx [mailto:mapics-l-bounces@xxxxxxxxxxxx]
On Behalf Of Teresa Biby
Sent: Thursday, April 10, 2008 5:44 AM
To: MAPICS ERP System Discussion
Subject: [MAPICS-L] MRP
Hello Group,
We are about to turn on the MRP module in Mapics. I was hoping you experts could give some advice on what you would do differently if you could start from scratch, any pointers on how to set up items, work centers, buyers, planners, etc.
We are currently at Release 6 but will be turning this on with a Release
7 upgrade within the next 6 weeks (plan). Essentials w/EPDM-we are using Mapics Browser-soon to be PowerLink.
I realize this is a really broad question, any ideas are appreciated.
About us:
Our company (one company), one uncontrolled warehouse. We have 3 distinct departments for production and buying. GL is set up with the departments as 1000, 2000 and 3000. We have less than 30 workcenters, one buyer-one planner for each dept.
We are about 50% make to stock and 50% engineer to order.
Thanks in advance!
Teresa
tbiby@xxxxxxx
Teresa Biby
Virginia Panel Corporation
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