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Infor LX Tips, Infor LN Tips, BPCS Tips, Baan Tips, Infor M3 Tips & Infor ERP News

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Infor LX | Infor LN | BPCS | Baan | Infor M3

Anthony Etzel

Consulting: Methodology for Infor LX & BPCS Upgrades

Throughout the years, Crossroads RMC has participated in several 4.0.05CD upgrades to LX, from which we had the opportunity to refine our methodology for CEA (Configurable Enterprise Accounting) implementations/upgrades. As a result, we have fine tuned our overall upgrade approach and have been very successful in implementing this approach with our clients.

CEA replaces the green screen GLD module and allows for considerable flexibility in the design of the COA (Chart of Accounts).

Our approach incorporates any changes that are needed in the COA and facilitates the transfer or replacement of Profit Centers and Account Codes from BPCS to LX, building on the existing GL. Among the issues we manage is the conversion of historical GL balances.

We maximize the use of LX and CEA while minimizing the manual effort that gets you there.

Contact Frank Petrasio to discuss how we can help you:

  • Preserve what works in BPCS
  • Optimize what works in LX

with a maximum of respect for your time and budget. Learn more about Crossroads RMC Consulting>

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Anthony Etzel

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Tips:  LX | BPCS | M3

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:


â–ª Product definition

â–ª Inventory tracking

â–ª MRP/Master Scheduling

â–ª Shop Floor Control

â–ª Purchasing

â–ª Costing

Just-in-Time (JIT) is a management philosophy that focuses on minimizing the resources necessary to add value to your products and to operate your factory in ways that eliminate waste. Resources are labor, materials, equipment, space, and time. Waste is anything that does not add value to your products. Moving work-in-process from place to place, stacking and sorting, investing capital in large work-in-process and raw material inventories, inspecting materials at your vendors' sites, and tying up warehouse space with finished goods are all activities that add cost, not value, to your products. 

JIT is a process that reduces lead time. JIT does not replace an MRP, an inventory program, a scheduling technique to bypass your Master Schedule, or a materials management project. JIT is the never-ending commitment of everyone, from top management to your workers on the floor, to maximize your effectiveness through continuous, incremental improvements.

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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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