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George Moroses
/ Categories: Infor LX & BPCS Tips

Infor LX & BPCS Tip of the Week: MPS vs. MRP

What items should be MPS planned, and what items should be MRP planned…

Master Scheduled Items are those items that are finished goods, or service items, that receive their requirements either specifically from Independent demand, or both Dependent and Independent demand.

  • Independent Demand is demand that cannot be calculated from higher level demand in the product structure, and therefore must be either a forecast or an actual customer order (Finished Goods or Service parts sold to customers).
  • Dependent demand is derived from higher level demand in the product structure. Dependent demand includes components, raw materials, and sub-assemblies. (these are not normally Master Scheduled Items).
  • Service Parts may have both independent demand from forecast and/or customer orders, as well as dependent demand from higher level demand if that item is also used in other sub-assemblies or products.
  • Cumulative Lead Time is a concept used in Master Production Scheduling (MPS) that combines the “fixed” lead time, and the “variable” lead time needed to produce the product. It is the longest path through a given Bill-of-material. Based on the MPS setup options, Infor/ERP LX will calculate cumulative lead time (also called “the Critical Path”) for you (use the “indented BOM” display in BOM300 and find the item with the longest lead time “L/T”). Note: You may have to use Action 21, Line Detail, to see the “L/T” lead time for each item.
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Tips:  LX | BPCS | M3

I’m not talking “Modus Operandi,” which is a fancy way to say: “what’s your plan to get stuff done”.  I’m talking about Manufacturing Optimization. 

It is all about efficiency, and by that I mean doing more with less. Less labor, less time, less materials, while still delivering a high quality product on time.

The Three Secrets to Improving your MO

1. Identify the key metrics
You need benchmark data so you know what realistic goals are, then track them and publish your performance along with a brief comment from time to time on how things are trending and how you compare with others, particularly your primary competitors. The best thing about this is that it is a system that develops a life of its own.

2. Measure it
Automatically, people start to think about improving things. Then the fun part, stuff begins to improve by itself. Once in place, the system just hums along and the benefits appear, because it has motivated people to think about it, and figure out what they can do to make it better.

3. Communicate it
So if you publish gross profit numbers, explain to people how what they do affects the numbers. Employees tend to start to modify their behavior as a result, and look more critically at whether a given purchase is even necessary.

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...

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Tips: LN | Baan

All actions required for converting, validating, matching, and posting electronically received bank statements can be performed within a single session:

  • Bank Statement Workbench (tfcmg5610m100)
  • Bank Statement (tfcmg5610m000)

Alternatively, you can use the sequence of electronic bank statement sessions outlined below.

Steps to Process Electronic Bank Statements:

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