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Kathy Barthelt
/ Categories: Infor LN & Baan Tips

Infor LN & Baan Tip: Navigating the Complexities of Surcharges on Phantom Items in Manufacturing

Is it ok to define surcharges on phantom items?

It is advised not to use surcharges on phantom items for the following reasons:

  1. The usage of phantom surcharges makes it, in general, more difficult to understand, verify, and explain the result of the cost price calculation.
  2. Real phantom items do not exist in real life. It is only an efficient way to specify the BOM. It is therefore questionable if surcharges should be defined for these non-existing phantom items.
  3. The usage of phantom surcharges can lead to variances in production orders, depending on the actual usage of the phantom.
  4. When surcharges based on added costs are defined for both the main item and the phantom item, then the surcharge will be applied twice.

Alternatives are:

  • Define the required surcharges on the main item of the phantom.
  • Define the required surcharges on the sub-item of the phantom.
  • Define a (backflush) operation on the phantom to cover the handling costs (if any) of a phantom item.
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Kathy Barthelt

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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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