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If ERP is plumbing for the Enterprise - How do we unplug it and keep it from making a huge mess?

David Dickson 0 25698 Article rating: 5.0

I have been working with ERP in various roles for over 30 years, directly involved in over a hundred implementations, while my company has been involved with over 400 more. Of course, in many ways the systems we use today are completely different from what we used in the ‘80s – back then it was green screens, simple transaction entry forms, and cumbersome updates (at best) to link what one department did with all the other areas that needed access to that information. Then there were those planning programs that took all the information along with various parameters the users needed to set and told us what to do.

The More Things Change, the More They Stay the Same

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Why Your Operation Doesn’t Stand a Chance in Hell of Going From Good to Great (and What to do About it)

David Dickson 0 73005 Article rating: 5.0

You dream of building a manufacturing powerhouse.

An operation with loads of throughput, profit, and efficiency in every process to make your products the best quality you can make them.

You want to be as successful as the factories and companies they write about in books like  Good to Great, changing your operation, and even motivating and inspiring your teams to do so too.

But you know you haven’t got a chance in hell of seeing that kind of success unless you can truly change and make significant differences over the long haul.

Of course, the big question is How? 

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No one cares how hard you work! How you can do more, while doing less – know your MO. No one cares how hard you work! How you can do more, while doing less – know your MO.

No one cares how hard you work! How you can do more, while doing less – know your MO.

David Dickson 0 42271 Article rating: 5.0

Would you like me to tell you a dirty, little secret?

No one cares how hard you work. Sure, some people will notice if you seem to be working hard. Your spouse or companion might note that you seem tired, stressed, not as much fun, or just aren’t around much, but they care about the consequences, not how hard you work. Your boss might note happily that his staff seems busy, things are humming along, but you can be sure that when it is review time she gets no credit for “keeps staff very busy.” Nor will the boss give you extra points for being busy. It is about results.

People outside your personal life, beyond your coworkers, might notice that you are hard to contact, perhaps because you are so busy. But trust me, customers do not care why they can’t get hold of you, and they will not see it as a positive.

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If ERP is plumbing for the Enterprise; How do we unplug it and keep it from making a huge mess? If ERP is plumbing for the Enterprise; How do we unplug it and keep it from making a huge mess?

If ERP is plumbing for the Enterprise; How do we unplug it and keep it from making a huge mess?

David Dickson 0 42730 Article rating: 5.0

I have been working with ERP in various roles for over 30 years, directly involved in over a hundred implementations, while my company has been involved with over 300 more. Of course, in many ways the systems we use today are completely different from what we used in the ‘80s – back then it was green screens, simple transaction entry forms, and cumbersome updates (at best) to link what one department did with all the other areas that needed access to that information. Then there were those planning programs that took all the information along with various parameters the users needed to set and told us what to do.

The More Things Change, the More They Stay the Same

Read more
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Tips:  LX | BPCS | M3

Determining whether to use Master Production Schedule (MPS) planning or Material Requirements Planning (MRP) planning for items in Infor LX and BPCS involves understanding the nature of the items and their demand characteristics.

Master Scheduled Items typically encompass finished goods or service items. These items receive their requirements either from Independent demand, Dependent demand, or a combination of both...

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Advanced Remittance Processing, ARP, provides an automated approach to your cash application process. ARP works together with Accounts Receivable to save valuable time and resources by automatically applying incoming payments to open receivables during daily batch processing. You can easily and efficiently resolve unapplied remittances online.

Advanced Remittance Processing (ARP) is an automatic cash application process that allows you to perform the following functions:

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Tips: LN | Baan

Sales Order Acknowledgements in Baan IV:
After a sales order is entered in Baan IV, users can print an order acknowledgement in Print Sales Order Acknowledgements/RMAs (tdsls4401m000), after which it can be sent to the customer.

Sales order acknowledgements in ERP LN:
In Infor LN, users can still use the Print Sales Order Acknowledgements/RMAs (tdsls4401m000) session to print order acknowledgements, however, the following functionality is added to this session:

  • In the Documents to Print field users can select whether to print order acknowledgments and/or return material authorizations.
  • With the Promotions check box users can indicate whether to print promotions on the order acknowledgement, if promotions apply to the order.
  • Users can control the printing of order acknowledgements based on the order amount and/or the delivery date.

These conditions only apply for order types that do not have the Print Sales Order Acknowledgements/RMAs (tdsls4401m000) linked as a mandatory activity to the order type in the Sales Order Type - Activities (tdsls0560m000) session.

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There can only be one correction period, and it must be the last period in the period table.

There can only be a correction period for Fiscal periods and not for Reporting or Tax. This period is used for the posting of the Automatic Balancing of Profit and Loss entries as well as any auditor adjusting entries that may be made outside the normal year. This allows you to print a trial balance and financial statements of period 1-12, for example, eliminating any of those adjusting entries.

If you have the Company Parameter (Balancing of Profit & Loss) set to Individual Accounts, then it is critical to have a 13th period to post those entries to. With this setting, the Automatic Balancing will zero out each individual P&L account in the last period. You want this to be period 13 and not period 12.

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