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Infor LN & Baan Tip & Tricks for OPERATIONS: Best Practices for Purchase Order Archiving / Deleting

Kathy Barthelt 0 22101 Article rating: 5.0

 Here are some best practices to follow if you are considering archiving or deleting purchase order data:

  • If Financials is implemented, we recommend that you do not delete order data in a fiscal year that has not yet been fully closed. This is because the GRINYA process uses information that would be deleted by this action. For best results, check whether the logistical balance for non-invoiced receipts matches the balance of the GRINYA accounts for the periods up to which you want to delete purchase order data.
  • When a purchase order is canceled, you can only delete the purchase order and the related tables. If only a purchase order line is canceled, the line can be deleted and archived.
  • Purchase contracts must be archived before purchase orders can be archived.

You cannot delete a purchase order (line) if:

Infor LN & Baan Tip & Tricks for TECHNOLOGY: Using Table Boosters to Speed Up Sessions & Processes

Kathy Barthelt 0 25098 Article rating: 5.0

To increase the speed of sessions and processes slowed by large amounts of data, you can use table boosters. These speed up access to specific database tables by loading the table, or a specified part of it, into memory. Table boosters are defined in the Table Boosters (tcmcs0598m000) session.

Tables

Table boosters are implemented for tables. By default, table boosters are not active. When you access a table, LN builds a list of tables for which you can activate the boosters in the Table Boosters (tcmcs0598m000) session.

Note: You can only activate table boosters for tables that have been accessed at least once.

For more information, refer to the LN - Performance, Tracing, and Tuning Guide (U9357).

Infor LX / BPCS Tips & Tricks for Executives

Finance | Operations | Technology

George Moroses 0 15166 Article rating: 5.0

Finance: Cost Rollup by Effective Date
Allow the load standard cost from routing and cost rollup programs to process as of a specified effective date.  With the addition of an optional effective date parameter to prompt screens for cost rollup CST500 and load standards from routing CST600. If entered, only consider bill of material components and routing operations with effective and discontinue dates that make them effective as of the entered parameter effective date.


Operations: Outside Operation Purchase Order Include Vendor Item Number
Copy the vendor item number from the vendor quote to purchase orders created automatically from outside operations of shop orders. During the process of automatically creating purchase orders from outside operations of shop orders, copy the vendor item number from the vendor quote to the purchase order line. With this change, looking at a purchase order that was created automatically for an outside operation of a shop order, the vendor item number from the vendor quote will be visible on the purchase order line.


Technology: Group Security for ILM501 Inbound Delivery Maintenance
Add function key / action code security to control who is authorized to create/revise/delete functions in ILM501 Inbound Delivery Maintenance.  With added Group Security, managers can control which users are authorized to create, change and delete deliveries in ILM501 Inbound Delivery Maintenance.

Infor LX / BPCS Tips & Tricks for OPERATIONS: Outside Operation Purchase Order Include Vendor Item Number

George Moroses 0 15019 Article rating: 5.0

Operations: Outside Operation Purchase Order Include Vendor Item Number

Copy the vendor item number from the vendor quote to purchase orders created automatically from outside operations of shop orders. During the process of automatically creating purchase orders from outside operations of shop orders, copy the vendor item number from the vendor quote to the purchase order line. With this change, looking at a purchase order that was created automatically for an outside operation of a shop order, the vendor item number from the vendor quote will be visible on the purchase order line.

Infor LN & Baan Tip: Propagating Unused Sub-Accounts

Kathy Barthelt 0 27202 Article rating: 5.0

You can use this procedure to find accounts that have a valid sub-accounts group but no corresponding general ledger chart account records. This action creates the general ledger chart account record for the account and sub-account combination. This action does not add the accounts to charts.

  1. Select Financials > Global Ledger > Setup > Finance Enterprise Group > Maintenance.
  2. Open the finance enterprise group and click the Sub Account tab.
  3. Select Actions > Propagate Unused Sub Accounts.
  4. Select the finance enterprise group and click OK.

Sub-accounts are added according to group if they have been defined on the accounts. The resulting account can be added to the charts.

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Tips:  LX | BPCS | M3

Tips: LN | Baan

Anthony Etzel

How to Improve Customer Shipments With OTTO - A Case Study

Setting Industry Service Standards

Shenandoah Manufacturing, a $20 million producer of poultry-raising equipment (heaters and brooders), had been having difficulty for some time shipping orders to customers in a timely manner. They had successfully implemented a popular ERP system and had been using it for more than 3 years, yet the situation didn't improve. 

Customer Service Representatives were complaining about the frequent backorders and late orders. Employees were giving it their best effort, but were frustrated, and customers were threatening to take their business elsewhere.

The company considered installing an APS system as a possible solution, but found implementation would be difficult, expensive, and running the system might be a challenging task as a number of key business practices would have to be changed. A consultant familiar with OTTO suggested they look at that product as an alternative to APS. Several OTTO aspects cited by the consultant convinced them to consider a cursorily review. Specifically:

  • The non-intrusive nature of the product.
  • It's relative inexpensive initial investment.
  • The low overall total cost of ownership.
  • The integration with their ERP system.

The initial demonstration was impressive. OTTO was installed on Shenandoah's server within 45 minutes of arrival and, most impressively, it was fully functional with their real “live” data immediately. Needless to say, the demo was well received. Even more importantly Shenandoah was able to “test drive” the software to prove its applicability before making any dollar commitments.

According to Mark Shank, Information Systems Manager, some baseline measurements were made last year, and it was determined that approximately 50% of their customer orders had shipped on time. As they began using OTTO, on-time order performance rose to 90% for the month. And Shenandoah caught up on its entire backlog and started working ahead on February's orders. In February on-time shipment performance jumped to 92% and subsequently on-time performance has ranged somewhere between 98.3% and 99.5% — well above the 96% goal set by Management.

OTTO provides the means for keeping the whole production organization focused on the few things that have to happen as the ship date approaches to get each order shipped on time. Components that have the potential for delaying an order are identified so they can be managed. Shenandoah's staff, a precious and limited resource, now concentrates on analyzing information and managing the right things at the right time rather than digging out date. To quote one production control individual: “what use to take hours now takes seconds.”

According to Roy Hackett, Plant Manager: "Knowing the right things to pay attention to at the right time — information provided by OTTO — has allowed on-time shipping to be improved by 40 percentage points in less than one month and a lead time reduction from 3-4 weeks to 1-2 weeks on the most important products"

Guessing at what and how much of the work being processed is for real customer orders versus planned orders is eliminated which is especially important when capacity is short during the heavy portion of the business cycle. 

“By focusing on the right things at the right time, production expedites and interruptions are far fewer, production flow is much smoother and productivity is significantly improved.”

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Anthony Etzel

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