Scrap and rework costs are a manufacturing reality impacting organizations across all industries and product lines.

Scrap and rework costs are caused by many things—when the wrong parts are ordered, when engineering changes aren’t effectively communicated or when designs aren’t properly executed on the manufacturing line.

No matter why scrap and rework occurs, its impact on an organization is always the same—wasted time and money. And while no one, especially an operations manager, wants to admit it, these expenses add up quickly and negatively impact the bottom line...

Common sense rules. We may not like them, but generally, they stand the test of time and should be followed. Here are 8 common sense rules related to inventory management published by Inbound Logistics back in 2007. They still hold true today. 

1. If you don' t know where you are going, no road will take you there. Enterprise resource management systems are designed to tell you about today' s inventory. With some work, you can also access information about past inventory. To manage inventory proactively, however, you must know projected inventory levels for the future.

2. Make what you can sell. An integrated Sales and Operations Plan will naturally take into account expected demand in its production plan. Inventory is not an independent variable - it is the direct result of demand and supply.

3. Sell what you can make. Too often, a disconnect exists between sales and marketing desires and the reality of production capabilities.

4. If you can' t sell it, stop making it. If demand for your product does not materialize, you need to identify that gap quickly to avoid a buildup of non-moving inventory. Numerous mechanisms can be put in place to identify such trends.

For tips 5 through 8 and more details into the other tips, click the button below to read the full article.

Common sense rules. We may not like them, but generally, they stand the test of time and should be followed. Here are 8 common sense rules related to inventory management published by Inbound Logistics back in 2007. They still hold true today. 

1. If you don' t know where you are going, no road will take you there. Enterprise resource management systems are designed to tell you about today' s inventory. With some work, you can also access information about past inventory. To manage inventory proactively, however, you must know projected inventory levels for the future.

2. Make what you can sell. An integrated Sales and Operations Plan will naturally take into account expected demand in its production plan. Inventory is not an independent variable - it is the direct result of demand and supply.

3. Sell what you can make. Too often, a disconnect exists between sales and marketing desires and the reality of production capabilities.

4. If you can' t sell it, stop making it. If demand for your product does not materialize, you need to identify that gap quickly to avoid a buildup of non-moving inventory. Numerous mechanisms can be put in place to identify such trends.

For tips 5 through 8 and more details into the other tips, click the button below to read the full article.

Inforum 2016  returns as a three and a half-day event of educational seminars and workshops focused on the future of enterprise software and your business. This event is Infor’s premier event for 2016, and Crossroads RMC is excited to sponsor the event! Come see us in Booth 173 to learn about Crossroads MES and Analytics Dashboard solutions for the shop floor, our Services for Baan/LN and BPCS/LX, and see a demo of our latest solution, Analytics Dashboard, which can be connected to any ERP to provide up to the minute sales analysis data.

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

When fixing a downtime issue, make one change at a time.

Often, multiple changes are made at the same time, without individually checking their impact on the equipment. This makes it much harder to diagnose problems and evaluate the effectiveness of solutions.

When fixing a downtime issue, make one change at a time.

Often, multiple changes are made at the same time, without individually checking their impact on the equipment. This makes it much harder to diagnose problems and evaluate the effectiveness of solutions.

It is essential to capture a reason and duration for each downtime incident to enable the team to effectively prioritize and focus.

Start simple, and make sure every reason is clear (when compared with other reasons) and describes symptoms (as opposed to attempting to diagnose root causes). Remove reasons that aren’t regularly used and add reasons.