Tag Archives: manufacturing technology

The Problem with Managing Tools, Parts, and Materials in your ERP – and What You Can Do About It

Not long ago, we worked with a manufacturer struggling with a serious scrap problem.

They were a make-to-order composite manufacturer building an expensive product with several critical components. The problem was – operators often used the wrong component. Components were similar and the specifics precise, so every mistake generated scrap, delayed the shipment, and left the sales team scrambling for new excuses.

It didn’t take long for the CIMx Application Specialist to discover the problem… the shop floor was trying to manage production with a bill of material in their ERP.

The ERP Doesn’t Understand Your Bill of Materials

The bill of materials is a critical part of the production process, but if it’s being managed in an enterprise system like an ERP, the system and the shop floor sees it more like a shopping list than a specification, and that’s a problem costing your business productivity and profit.

For manufacturing, especially discrete manufacturing, assets are more than just a list – they are critical specifications required in accurate and error-free manufacturing. But if a shopping list is all the shop floor gets from the ERP, you have lost production conformance. There’s no validation or control in how parts and materials are used in production – just a list that may or may not be referenced later in the production process.

The Struggle Is Real on the Shop Floor

We’ve seen it happen before – operators find costly workarounds for the gaps and problems the ERP is causing. For example:

  • The shop floor hides tools they know they will need because the ERP isn’t tracking production or the assets used. It’s better for them to hide tools now than search for them later.
  • Operators grab materials during kitting without even consulting the bill of materials. They’ve done it before and know what they’re doing.
  • Tools and machines on the shop floor are out of calibration because the static bill of materials doesn’t track the shop floor or assets.
  • Experienced operators work from memory anyway, and never even look at the plans or bill of materials because there’s no validation, no process conformance, and no control of work.
  • There’s no way to specify tools and materials anyway, so mistakes aren’t caught till the end, and then it’s a problem for somebody else.

Many shop floors operate like this. Work is done and products ship, but it’s often in spite of production processes and planning. The ERP can’t support the conformance and control required for make-to-order manufacturing.

Process Control for Make-to-Order Manufacturing

The problem is the reliance on their ERP. The ERP can store information, but it’s not driving the conformance and control this manufacturer needs. The hands-off manufacturing approach of the system is fertile ground for mistakes and increased production costs. The shop floor tries to eliminate the errors, but they’re getting no support from the ERP.

The first step to solving the scrap problem for this customer is moving the bill of materials out of the ERP during production and into a production control system – Quantum.

During kitting, Quantum validates critical materials against the specifications on the bill of material. If the shop floor picks or tries to use the wrong materials, a simple barcode scan will flag the mistake and corrective action can be taken immediately. The problem ends there, minimizing the cost and impact on the schedule.

If necessary, conformance can be driven throughout the production process using pass/fail data collection and automated validation checks against the parts and materials specifications on the bill of material. The manufacturer can control the process and add necessary safeguards.

Problems are eliminated. The shop floor gets the support they need at every phase of production. The bill of material becomes a tool for error-free manufacturing and the foundation of conformance rather than a shopping list.

Contact CIMx today to learn more about Quantum and how you can turn a bill of material into a production tool that drives profit, and eliminates errors and scrap.

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Solving Problems and Improving Production with Behavior Science

By David Oeters, Corporate Communications with CIMx Software

While many make-to-order manufacturers are highly successful at guiding the economic side of their businesses, most have yet to discover the secret to managing production. Errors, inefficiency, and waste still plague the shop floor. Orders ship late, scrap and waste drain profit, and non-productive time is a constant drag on output. These fundamental flaws and missed opportunities hold back the business.

While known problems in production hold the business back, many companies remain reluctant to face their obstacles head on. However, studies have found that there may be a very human reason for this reluctance according to economic theory and decision science.

Prospect Theory and Manufacturing

In 1992, Daniel Kahneman and Amos Tversky wrote a paper on the science of decision making called, “Prospect Theory: An Analysis of Decision under Risk.” In it, they describe the method people use to choose between alternatives that involve risk – a process called prospect theory.

According to prospect theory, people organize the potential outcomes of a decision. Each outcome will be sorted as a gain (positive outcome) or a loss (negative outcome). A value, determined by the favorability and likelihood of the result, is placed on the prospective outcomes. The outcome with the highest value, according to this mental algorithm, is selected.

In studying and evaluating prospect theory, Kahneman and Tversky noted humans don’t always act rationally during decision-making. Fallacies and irrationality, especially when determining the value of outcomes, have a profound effect on the decision. For example, we weigh the avoidance of negative outcomes over the acquisition of positive outcomes. Even when there is a significant benefit to a selecting a gain, we still choose to avoid loss rather than pursue gain.

Some companies see any cost factor or potential process change as a potential risk (or loss). For these companies, the option to avoid loss by doing nothing is inherently more appealing than actually solving the problem and improving the business. This is why many businesses wait until the last possible moment to embrace a manufacturing solution to a critical issue – when the cost of scrap is too high to ignore or a failed audit is about to shutter operations – despite growing need and an ROI.

For many manufacturers, scrap, late shipments, inefficiency, and waste are the cost of doing business. They accept problems rather than embracing change to increase profit and success. Even though these problems have the business in a stranglehold, and affordable software solutions with a low-risk and high ROI are readily available, some companies still prefer to wait. It may not be logical, but as Kahneman and Tversky explain, we don’t always let logic guide our decision-making processes.

Embracing a Shop Floor Solution

According to prospect theory, this is simply human nature. We fear loss more than we crave the benefit from a solution.

The problem is amplified for manufacturers because the decision maker is rarely directly impacted by the problems the solution will address. As the decision maker groups the possible outcomes, they are obscured from the complete picture. They may see the scrap on an expense report, or initiate customer contact to explain a late shipment, but they don’t feel the struggle against inefficiency. They aren’t the one wandering the shop floor looking for a critical specification that’s missing or waiting in line at a machine because of a scheduling bottleneck.

This results in the company focusing on other initiatives, which puts production on hold. Continuing to wait puts the entire business at risk. Waiting to address these critical problems leaves money and profit on the table, and hurts the long-term health of the company.

Fortunately, once a problem is identified, there are simple, manageable steps that can be taken to overcome human nature, reduce risk and embrace a shop floor solution:

  • Build a Team: Look at involving both the front office and production in the decision-making. There needs to be open, honest communication early in the process so the impact of production problems can be properly understood.
  • Identify Core Requirements: Project scope can quickly balloon and become unmanageable as input is collected for the project. Costs can escalate and the project collapse without a list of core requirements providing the project basis and ROI focus.
  • Utilize a Pilot Program: Build excitement for the project and test the deployment using a low-cost pilot program. Many companies see so much benefit and savings from the pilot; they will rapidly roll out a full deployment.
  • Partner with a Provider: Find a manufacturing software company you can trust, and partner with them on the project. See if they can offer timeline and cost guarantees, and learn how they work with your team to deliver the project.

Taking Production and Business to the Next Level

There is a high price for manufacturers who ignore shop floor problems. Companies that wait, doing nothing as scrap, inefficiency and waste negatively impact their business, put success at risk, especially as competitors continue to improve and modernize. Ignoring problems and hoping a solution magically appears is a decision based on a logical fallacy, and no company should let a fallacy guide their business. Learn from prospect theory.

Recognize the problem and take strategic actions toward a solution. Build a team, set goals and find a software partner you can work with to implement a strong solution.

If you’d like to know more, or see a demo of what modern manufacturing software can do for you, contact CIMx Software today and see how you can eliminate scrap while accelerating production.

Five Steps and 12 Weeks to a Manufacturing Solution

If you’re struggling with manufacturing problems – failed audits, late shipments, scrap, waste and worse, a sustainable solution is closer than you may think.

Manufacturing software has come a long way from the days of command prompts and MS DOS. With advances in software technology and the lower cost of hardware, it’s possible to quickly install a targeted software solution. You’ll eliminate the problems holding you back, and increase production output and profit.

Best of all, the right solution uses your existing work instructions and processes, and doesn’t require a risky cloud-based system.

A Better Solution for Manufacturers

Quantum can deliver a Smart Manufacturing system on a modern platform in 12 weeks or less. Here’s how we do it:

Step 1: Identify Your Primary Requirements and ROI

The project starts by developing a requirement list with a CIMx Application Engineer who will partner with you on the project. Target the source of errors and problems and identify solutions to build your list. For example, you may find paper-based work instructions often result in past revisions of planning being used for production, causing quality escapes, scrap and missed production deadlines.

Using this list, calculate the cost savings for each solution. In the previous example, how much would be saved if operators worked from only the most accurate plans? As you work, you may find a requirement doesn’t deliver enough savings. Those requirements can be tabled for a future phase of the project.

Step 2: Map-out Your Production Workflow

Now that you have a good idea of your project goals, you can begin mapping your production workflow into Quantum to identify how the software will support and manage production.

As a workflow system, Quantum is extremely effective in supporting existing workflow and modern manufacturing, unlike ERP or other non-manufacturing solutions. Once your processes are mapped in Quantum, the Application Engineer can demonstrate the workflow using your planning so you see the solution in action.

Step 3: Configure Quantum

Once you agree to the solution and how it is mapped in Quantum, the system will be configured.

You can set up specific work centers, dashboards, reports and alerts. Special workflow requirements and processes can be added for a smooth transition to Quantum. With regular progress reports and demonstrations you can track progress of the work.

Step 4: Migrate Data and Work Instructions

Using Quantum’s Data Migration Engine, CIMx moves your existing planning, documents and data into the system applying the workflow identified in step 2 – a true turnkey manufacturing software solution.

When users log into Quantum for the first time they will see only their plans, making an easy transition to Smart Manufacturing. Keep in mind, as you use Quantum further improvements can be made such as adding data collections and visual elements to work instructions.

Step 5: Final Installation and Training

When you’re ready, Quantum can be loaded at your site in less than an hour. Since the system has been configured and loaded with your planning, very little additional work is required.

All users are trained in Quantum – a process that takes less than an hour – and will begin using the software that day. The Application Engineer will be on-site to answer questions. Most companies find implementation quick and easy after requirements are identified and the workflow mapped.

Getting Started Today

MES are no longer the complex and expensive software projects companies feared in the past. Anyone with a basic understanding of a cell phone will feel at home using Quantum. In fact, most companies that eliminate paper by moving to Quantum regret not taking the plunge to digital manufacturing earlier.

Quantum eliminates the root causes of production errors and inefficiencies. A real-time view of production and access to production data will improve your production output and profit.

If you’re interested in learning more about Quantum, Smart Manufacturing or how you can eliminate paper and embrace digital manufacturing, contact CIMx today for a shop floor analysis.

Sustainable Products, Consultants and Paperless Manufacturing

By Kristin McLane, President of CIMx Software

Manufacturers have options when selecting a software solution, but often they lose sight of the most important requirement during the selection process.

On a recent flight, I sat next to a fuel transportation consultant with a background in software implementation.  As he talked about himself (incessantly), he explained he was a legend and master in his chosen industry. I instantly identified his sales pitch.

That’s really what it was – a sales pitch. Consultants are interesting that way.  The consulting industry – both corporate and independent – doesn’t make money unless you hire them. They don’t usually have a product to show or sell, only themselves, so they have this shiny, made-to-be-hired aura that promotes their skill and expertise.

Consultants need you to keep paying for their services; the end of one project may mean a lapse before another paying project comes.    Hiring them to install software, a job with a definitive end, seems counterproductive to their business model.  What is the impetus to complete a software installation in a timely manner?  Why should they make it sustainable or teach you how to adapt the software?

There may be very honest and skilled consultants out there, but the entire sales model seems designed to undercut the customer and minimize sustainability.

The Hard Facts of Building an MES

man under money on white background. Isolated 3D image

Custom built software solutions will quickly bury manufacturers in unforeseen costs. Illustration by http://www.colourbox.com

Many companies hire a consultant to select, modify or build a software system.  Short of trying to build a custom system internally, using a consultant is the most expensive option.  Here are some sobering data points to consider:

  • If you choose to build an MES, you’ll need at least 3 to 4 full-time staff and 18 months or more to get an initial beta offering launched. The cost, at minimum, will be $500,000 to $750,000.
  • The team will spend the first 6 months getting the requirements and design nailed down. It will be another 12 months of coding and development work.
  • The beta is not a full system. There will be missing features and no depth. Plus, the beta won’t fully support production. The next 2 to 3 years will be spent finishing work on the software.
  • This complete system will (hopefully) meet your specifications. But, if someone on the team leaves, the project will be delayed as a new employee gets up-to-speed or the rest of the team fills in and this may impact the software in the future.

Most companies that have built their own system eventually turn to a vendor offering in the future.  Custom software is too expensive, and isn’t adaptable. These systems simply aren’t sustainable.

Struggling Against Software Obsolescence

If you hire a consultant to build a manufacturing system or serve as an implementer (in that case, the consultant can double-dip on charges for selecting, reselling and installing the software), plan on roughly the same schedule as an internally-built custom system.  With a professionally outsourced consultant, the first beta offering may be far more robust than one built by an internal team, especially if they are modifying an existing system.  Unfortunately, to manage any modifications or changes to the system in the future you may need to keep the consultant on staff – resulting in extremely high overhead costs.

Here’s another inside fact – consultants do not like to work on each other’s code base.  Each has their own individual style.  Whether their code is the majority of the work or just a connector, making any change, even minor ones, is difficult.  In our experience, the number-one reason a company will replace a software system is obsolescence – that system installed by a consultant can’t be updated.

Sustainable Paperless Manufacturing Solutions

This is why CIMx offers a thin services model.  We build our products sustainably – so system connections, modifications and configurations (both at the time of install and in the future) are manageable by us and your internal teams.  Once we complete an installation, customers are free to make it their own (although many continue to ask us to do the work for them).  Knowing that we built it and can execute these changes quickly and effectively is comforting and cost-efficient.

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Increase the value of a solution by ensuring sustainability. Illustration by http://www.colourbox.com

In the world of MES, CIMx is unique – we offer a product completely built in-house.  We don’t suffer from the web of integrated, separately-purchased toolsets of many competitors.  Software suppliers who purchase other businesses to acquire a new tool for their MES platform (we call it growth by acquisition) and then market it as a synthesized package, end up working like a consultant, struggling to keep the system up and running.  Back end programs don’t talk or work together, so the supplier struggles to maintain the system and the customer continues paying service charges for a product that shouldn’t have been sold as an integrated product in the first place.

I’m sure there are very good consultants out there willing to work with a client to deliver the best solution possible – one that is designed to be adaptable and sustainable.

But there are others like the gentleman I shared a three-hour flight with. After our quick conversation about himself, he proceeded to play Panda Pop for the next 2 ½ hours.  Perhaps someone with enough attention to using a cartoon panda to pop balloons can deliver a project with forethought and sustainability. Perhaps his ability to sermonize about his skills won’t preclude his ability to actually listen to his clients and thoughtfully deliver the solution they need.

He was focused and persistent.  Maybe he’ll have the same degree of focus when he’s building or implementing your system, but is it a risk you really want to take with your shop floor production?

Or you could minimize the risk and find a solution provider focused on sustainability – with an update plan for the software. Give us a call if you want to learn more, or discover how CIMx builds sustainability in our product. We’re happy to help.

Four Clues to Evaluating Current Manufacturing Software

By Kristin McLane, President of CIMx Software

If you take the pulse of the manufacturing software market, you’ll be surprised by what you discover.

We recently did an early demo of our product for a manufacturing prospect gone cold. A new Application Specialist was learning the job, and we offered a short demo as a way to engage the prospect and for our employee to get some experience.  We expected our main contact and maybe one or two others to show up. We were surprised when 20 executives and managers joined.

The limited discussions we had with this prospect had all been at a very high level. To have access to this many decision makers and influencers this early in the process seemed out of place.  I’ve been wondering what compels an executive to sit through a demo this early in the process, but the patterns are clear.

The Four Clues

We’re seeing signs of change in the MES market. Consider this:

  1. Manufacturers are hungry to learn more about MES and digital manufacturing.

It used to be our first calls were with quality managers or engineers, but today we are just as likely to get a call from a Vice President or Executive. The c-suite is taking an active role in the process early-on because they realize how critical the manufacturing software decision is.  They also fear getting taken by suppliers who are less than honest.  The MES purchase today is a critical foundation for the future. Sitting through a demo is an investment.

  1. Companies are searching for software solution truth.

Prospects are looking for a way to see through the empty promises offered by some software vendors.  The IoT (Internet of Things), Smart Manufacturing and the Digital Thread are terms companies use to confuse buyers into getting a solution that doesn’t really do what they need it to.  Prospects tell us regularly that software suppliers are unable to present their solution in the demo; they show illustrations of it (read more below) but rarely the real thing. Companies are beginning to question claims about functionality. They want to see the software, not a presentation.

  1. The term “out-of-the-box” has been hijacked.

Prospects are telling us that most demos they see from other MES vendors are “canned” (some are even using PowerPoint slides and short videos to “demonstrate” functionality).  Where they are able to see a real system in use, the prospect can’t ask the vendor to veer off script.  And even though almost every MES supplier markets their solution as “out-of-the-box,” for some systems a “live” MES demo requires extensive configuration of the system itself, making it unsuitable for most prospects.   The core product probably has some functionality that works out-of-the-box (OOTB), but it’s not enough to demo so vendors hide behind scripts and scenarios.

  1. A “robust” training program is not necessarily a good thing.

Want to know if a software vendor is bending the truth when they talk about their product? Ask how long training will take.  A lot of required training before using a system is not the sign of a “better” product, and a poorly designed product isn’t going to help you solve problems.  If you really don’t trust their answer, check out their website.  Verify the number of training videos or courses they offer.  Robust functionality with a laundry list of training courses that take days or weeks to complete can often signal inflexibility.

Optimizing Your Software Purchase

The long-term customers and prospects we work with are always searching for ways to improve production.  With 20 years in the industry, we have a lot of experience helping manufacturers.

Lately, we’ve had more and more prospects searching for OOTB functionality. They want to see the software, not a PowerPoint presentation.  Consultants and services companies that build custom systems or connect modules are posing as OOTB software suppliers, with sales people making promises the software team can’t keep.

“Can you demo from the live product?” It’s the one thing manufacturers challenge us to do all the time.  We can, and it’s the thing they comment on regularly.

Software vendors should show you what they can do today. Without a live demo, can you count on the system to work?  With enough time and money, anyone can build you something to do exactly what you ask, but the only way that you’re going to see a strong return on investment (ROI) is if the core system meets your needs. You shouldn’t have to rely on another module, software services, customization or extensive “configuration.”

Give us a call for more tips on MES or paperless manufacturing systems.  Whether you’re a CIMx customer or not, we’re tired of industry disinformation and happy to answer your questions, so contact us today to learn more.

By the way, our Application Specialist gave a fantastic demo of the product with just one month of work under his belt.  It’s hard to imagine software vendors with rigid systems and unnecessary complexity and don’t demo live could have had him demo-ready that early.  With CIMx, it just works.

Outlook and Email is not Manufacturing Software

As many manufacturers outgrow their process plan solution, some end up using email to manage their critical production processes.

By Kristin McLane, President of CIMx Software

Do yourself a favor.  Pick a day this week and look at your Outlook Inbox.  How many messages do you get a day?  Do you know how to find that?  If not, here are directions.  How many messages are in your Inbox right now?  How many remain unopened?

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Relying on email or messaging software will create more production problems than they solve. Illustration by http://www.colourbox.com

On any given day, I’m receiving several thousand emails.  Over 95% end up in my spam filter.  The other 5% are distributed based on content, some going into automated folders for review later, or directed to the main folder for immediate review.

Without these filters and rules, email can be overwhelming.  Even with my systems and my rigorous controls, problems happen and messages are lost or misplaced.  I can’t rely on Microsoft Outlook to run my business.  Yet, there are manufacturing shop floor systems out there that run your shop floor using the same tools.

We sit right in the middle of our industry – MES and manufacturing software.  We are used in the very largest companies in the world to put rockets into space, huge commercial planes into the air and are with you during critical, invasive hospital procedures.  We’ve worked with soap, wire, carbon fiber and glass.  We’ve completed medical and aerospace audits and we’ve even worked with wood cabinetry.

The largest manufacturers in the world might call on us to implement an enterprise system that connects one or more large-scale facilities into standard processes or even cross-plant performance reporting.  Smaller and mid-size businesses might use us to keep track of orders on their shop floor and tell their customers ship dates for products.  And all the companies in between need us to keep their shop floors working smoothly, productively and with few if any errors.

As these smaller and mid-size businesses try to push their revenues up, they find they’re outgrowing their software tools. The job shop system that ran routings around the floor falls short when they try to expand the product line or customize orders for customers.  So many of these manufacturers look for a quick-fix, and turn to email-based shop floor solutions that use Outlook as a messaging tool to help.  Ouch.

Outlook is not the right tool for this.  Sure, mail has the little red flag to mark something as important and even “read receipt” messaging to make sure that your colleague received the information.  But should you use it as a tool for production?  Hardly.  Email is unresponsive, unhelpful and generally slow in terms of production planning and shop floor work.

When looking for a tool that will help with production and the shop floor, consider this:

  • Email should not, be your primary means of communicating an issue. If the operator or worse, your Quality Engineer, is constantly monitoring their screen for email alerts or notifications that an important message awaits, they do not have their eyes on your actual production – which is bad news.  Our system, similar to many, can send an email when a certain process finishes, a problem arises or someone’s waiting on approvals or a piece of work.  We hope, however, that the email is well-aged by the time the engineer looks at it.
  • Ask the software supplier where and how, specifically, Outlook or messaging of any kind is used within the product. Ask them to describe how important issues are handled and what happens when one team needs to speak to another. You don’t want production delayed while the shop floor waits for someone to read a critical message.  A system without push technology might lead to workers wandering the shop floor rather than running jobs at their work centers.
  • Consider how the system captures messages in the production record. A system using email as a primary means of communication is probably not adding them to the final build record or the record that’s created is simply a string of these communications reported without a connection to the associated work completed.  That can be a problem, especially when you need an accurate production record.

In the end, a quick fix may seem an easy solution, but open you to greater risk and other production problems. Need more help?  Reach out and tell us what you need.  You’ll find that we open every email that gets through the filter, but you’ll probably have more luck, just like your shop floor, in not relying on Outlook for your most critical items.

What to do when an ERP vendor wants to be an MES

There is a big difference between an ERP and an MES, as companies using their ERP on the shop floor have discovered.

By Kristin McLane, President of CIMx Software

Every day, we work with manufacturers to make them more productive, and every day we hear stories about Enterprise Resource Planning (ERP) systems trying to replicate an MES. The ERP supplier promises they can replicate the functionality of an MES in their system, offering a single solution for the manufacturers software needs.  Why buy multiple systems when you can get everything in a single purchase?

Trust me – this never turns out well. If you really want to improve and support manufacturing, you need an MES. Manufacturing is one of the most complex processes in business today, and a few features tacked onto an ERP aren’t going to help.

Defining the ERP

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Can your ERP really support optimized production? Illustration by http://www.colourbox.com

An ERP is a transactional system.  It can keep track of things – employees, vendors, customers, orders.  An MES is based on workflow and processes, completely different than a transactional system.  If you need to build something then send it to a customer, an ERP can track an order and the payment, but how does a system like that help you plan work, implement changes to the plan, and give you visibility into processes and workflow?

On the shop floor, the ERP can easily keep track of a routing; it’s a thing.  A routing is a list of work centers (things) and it can put those centers into an order. The ERP can list out what you will need to complete the work, and maybe even attach a document or spreadsheet.  That simple listing works perfectly fine in the core mechanics hard-wired functionality of an ERP – leading many to believe there is an MES lurking inside the ERP. Mapping workflow isn’t a natural function within a transactional system.  It can’t tell you where the order is, when it’ll get to the next step, or whether the order will finish on time.  Worst of all, an ERP can’t help you when things go wrong.

Identifying the Gaps in an ERP

And things go wrong on the shop floor.  Parts are missing.  Machines break down.  Operators make mistakes.  The ERP fails you completely when it comes time to adjust workflow or automate processes to mitigate production disruption.

Sure, with custom-built tools, complex integrations and savvy coding, the ERP can be linked to shop floor machines.  A unique screen can be added so operators log in, tracking when work starts.  An ERP offers the illusion of workflow control, but it’s a shiny veneer on shallow functionality.

Most systems like this quickly fail under the pressure of supporting production, and the shop floor is forced to develop homegrown work-arounds. We’ve seen shop floor workers holding dirty plastic folders with the actual work instructions on a supposedly “paperless” shop floor supported by an ERP. It’s even worse with job shop software that uses email as the vehicle – nothing like putting the fate of production in the same tool an email spammer uses!

These systems simply weren’t designed to support workflow processes or the shop floor, and putting in a request for manufacturing functionality with an ERP implementer who doesn’t fully grasp the complexity or requirements of production is setting the whole team up for failure. Having an ERP company go out and buy an MES so they can market itself as an “all-in-one” solution is basically letting the ERP vendor charge more for a solution they don’t really support.

The Benefit of an MES

Only a system built to handle workflow can optimally support manufacturing.  The system has to connect the individual steps in a rhythm that can be redirected, rescheduled or rerun as things change, and it has to minimize complexity.

3d small people with a checklist

What can MES and Paperless Manufacturing do for you? Image by http://www.colourbox.com

If the software has separate modules for Work Instructions, Data Collections and Non-conformance Management (all critical components of a shop floor system), then there isn’t a natural connection between these processes, and it’s likely operations will need to develop “work-arounds” for the missing functionality. When you start connecting modules for processes with other modules for functionality, the complexity grows.

When a company licenses, sells, and implements modules independently, you know it’s either a modular MES (lots of problems and costs there) or an ERP trying to be an MES. The core system doesn’t have the functionality you need.  The modular MES vendor will build it for you; the ERP vendor will try to cobble together some solution to sell you.  Both will fail. Neither will give you the flexibility you need.

Manufacturing has different needs than the front office. You wouldn’t ask Human Resources to use a CNC machine, and the sales team isn’t going to use a dynamic scheduler, so why are you asking Operations to use the same tool as Procurement? If you consider manufacturing the core of your business, the profit driver, shouldn’t you give them a tool designed for their unique needs?

An ERP is great for the front office, but it will never offer the same benefit as an MES for production.

Want to learn more, or see how paperless manufacturing can help you?  Call us and ask questions.  We’re always willing to help.

Manufacturing has different needs than the front office. You wouldn’t ask Human Resources to use a CNC machine, and the sales team isn’t going to use a dynamic scheduler, so why are you asking Operations to use the same tool as Procurement? If you consider manufacturing the core of your business, the profit driver, shouldn’t you give them a tool designed for their unique needs?

An ERP is great for the front office, but it will never offer the same benefit as an MES for production.

Want to learn more, or see how paperless manufacturing can help you?  Call us and ask questions.  We’re always willing to help.