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Improve Profit and Cut Costs at the Same Time

Want to Improve Profit and Cut Costs at the Same Time?

“Real-time executives averaged a 14% improvement in operating cash flow and achieved a 6% reduction in operating costs” According to the Aberdeen Group.

So, how do you accomplish this great feat? By streaming real-time data to the executives.

The need for visibility into what is happening in the trenches, and the comprehensive understanding of key metrics and their implications for overall performance, are critical for an organization to be at the “top of their game”.   read full article>

Learn how Crossroads RMC can provide for this data streaming with Analytics Dashboards.

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Tips:  LX | BPCS | M3

The challenge in cost accounting is tracking your manufacturing to the levels needed for useful management information. You need feedback for corrective action; but, you need to minimize the cost of collection. Some parts of your operation require specific job-cost tracking while the Just-in-Time areas require

costing in terms of cost per process hour or day. Apply overhead in different ways to different processes and products. Segregate costs into enough detail

to provide management with an accurate picture of the contents of your product. Material, material overhead, labor, fixed overhead, variable overhead, outside processing, outside processing overhead, and so forth all have to be considered.

 

LX meets your cost accounting needs with the following functionality:

▪ Four sets of costs: actual, standard, frozen standard, and simulated

▪ Nine user-defined elements per set

▪ Full and partial cost roll-up and simulation

▪ Cumulative in-process cost tracking

▪ Cost summaries by item

▪ Cost definition tied to work centers or material type

▪ Process hour costing

For years, repetitive manufacturing industries have been applying many of the principles in Just-in-Time philosophy. They have established balanced production lines that depend on a steady flow of material to each work station. They schedule production in daily or weekly rates rather than in discrete shop order lots. They track finished inventory by work center rather than by job. They typically backflush stock balances (decrement stock balances upon completion of specific manufacturing steps rather than issued at the beginning of each production run).

 

Costing is typically based upon a daily rate or hourly rate rather than being associated with specific shop orders. 

 

Repetitive manufacturers use MRP II software adaptable to their environments

in the following key areas:


 Product definition

 Inventory tracking

 MRP/Master Scheduling

 Shop Floor Control

 Purchasing

 Costing

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Tips: LN | Baan

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