Metro is also a job shop. We make fixed asset equipment - engineered to order, multiple purchase orders - therefore multiple sales orders with change orders.
All assembly parts are qty of 1 or 2 - takes 1year plus to make and ship one machine.
We are on Vantage 8 and are struggling with these same issues.
Up to now we have been creating separate jobs for each part we fabricate, and buy all purchased components to the main job number, all jobs are using the demand of make to job.
We have created a custom report to accumulate all the hours on all the jobs and all the purchased costs on all the jobs.
This is working great for running scheduling reports and "shortage reports". A shortage report for us is a listing of all open jobs sorted by their "targeted job" number - this helps our production coordinator track parts needed for the next days assembly.
We are trying out the method of using one job with all the fabricated parts as assemblies. This will give us good project accounting, but there is no tracking we can find on individual part numbers - such as what is done and what isn't, also no tracking on what is costs to make that part. No part history, no time phase etc. Any else trying this?
Would be happy to talk to others with this same problem.
Pam
Database Manager
Metro Machine
plindquist@...
________________________________
From: vantage@yahoogroups.com [mailto:vantage@yahoogroups.com] On Behalf Of ermc_v
Sent: Monday, July 24, 2006 11:46 AM
To: vantage@yahoogroups.com
Subject: [Vantage] Re: 6.1 and/or 8.0 Vantage - Job Shop issues
We also are a Job Shop dealing with large runs of CNC parts as well
as complex engineered equipment with build schedules over 4 months.
We are implementing Vista 8.0 this weekeend. There are various ways
of handling the issue you bring up. If the part has never been
shipped, you could restructure the job and re-schedule, or add a
build to stock job to accomodate the changes. Once the job ships and
customer needs changes, a warranty repair job could be used. Receive
the original part on an RMA and dispose to the new job. Unless your
accounting department scoffs you could re-open the original sales
order and add the zero dollar repair sales order line. I agree that
using the project is probably the best way to keep everything tied
together. We have created a custom project/job summary report to
help us monitor costs. In our case we pick the primary sales order
(if there are more than 1) and that becomes our project ID number as
well.
Be happy to discuss more offline.
Rich Johnson
Engineer/Implementation Manager
Elk River Machine Co.
rjohnson@... <mailto:rjohnson%40ermc.com>
All assembly parts are qty of 1 or 2 - takes 1year plus to make and ship one machine.
We are on Vantage 8 and are struggling with these same issues.
Up to now we have been creating separate jobs for each part we fabricate, and buy all purchased components to the main job number, all jobs are using the demand of make to job.
We have created a custom report to accumulate all the hours on all the jobs and all the purchased costs on all the jobs.
This is working great for running scheduling reports and "shortage reports". A shortage report for us is a listing of all open jobs sorted by their "targeted job" number - this helps our production coordinator track parts needed for the next days assembly.
We are trying out the method of using one job with all the fabricated parts as assemblies. This will give us good project accounting, but there is no tracking we can find on individual part numbers - such as what is done and what isn't, also no tracking on what is costs to make that part. No part history, no time phase etc. Any else trying this?
Would be happy to talk to others with this same problem.
Pam
Database Manager
Metro Machine
plindquist@...
________________________________
From: vantage@yahoogroups.com [mailto:vantage@yahoogroups.com] On Behalf Of ermc_v
Sent: Monday, July 24, 2006 11:46 AM
To: vantage@yahoogroups.com
Subject: [Vantage] Re: 6.1 and/or 8.0 Vantage - Job Shop issues
We also are a Job Shop dealing with large runs of CNC parts as well
as complex engineered equipment with build schedules over 4 months.
We are implementing Vista 8.0 this weekeend. There are various ways
of handling the issue you bring up. If the part has never been
shipped, you could restructure the job and re-schedule, or add a
build to stock job to accomodate the changes. Once the job ships and
customer needs changes, a warranty repair job could be used. Receive
the original part on an RMA and dispose to the new job. Unless your
accounting department scoffs you could re-open the original sales
order and add the zero dollar repair sales order line. I agree that
using the project is probably the best way to keep everything tied
together. We have created a custom project/job summary report to
help us monitor costs. In our case we pick the primary sales order
(if there are more than 1) and that becomes our project ID number as
well.
Be happy to discuss more offline.
Rich Johnson
Engineer/Implementation Manager
Elk River Machine Co.
rjohnson@... <mailto:rjohnson%40ermc.com>
--- In vantage@yahoogroups.com <mailto:vantage%40yahoogroups.com> , "Lee Ingalls" <eli3@...> wrote:
>
> As a Job Shop with Production quantity(s) of 1, I've wrestled with
this
> since 2000 Vantage 3.0... we've been on 6.1 for over two years and
also have
> Vantage 8 running as we test various scenarios for our Order & Job
> management.
>
> I'm interested in having online and/or offline conversations with
other Job
> Shops who have issues with or solutions for:
>
> - Customers who have multiple PO's for a single Sales Order
> - Multiple Sales Orders per Job
> - Multiple Sales Order Lines per Job
> - Job# emphasis rather than Part# (our Part# becomes whatever
the
> accepted Quote# was)
> - Long build times (8-12-16-20 weeks)
> - Numerous Engineering Changes
>
> Forgive the Tool shop vernacular ;)
>
> We build a quantity of one. When we link multiple sales orders or
sales
> order lines to a job it multiplies our job quantity and our
material
> quantities by however many linkages there are. Therefore we only
have one SO
> or SOLine linked at any given time. Engineering Changes create
addional
> sales order if a separate PO is issued by the customer. If the
original
> customer PO is amended, additional lines may be added to the
original sales
> order. There could be multiple engineering changes per job. At
this point
> we are still on the original job number with only one SO line
linked.
>
> 1st Shot is the first sample of the mold after tool build. After
1st Shot,
> the original sales order and any engineering changes sales orders
are
> invoiced. After 1st Shot invoicing, any subsequent engineering
changes or
> repair are assigned a "dash" number (e.g., new tool job# 3400 is
now
> assigned job# 3400-1). Dash numbers get a new sales order and may
have
> multiple lines.
>
> When work is completed on a dash number (e.g., 3400-1) or the tool
ships,
> the dash number/job is completed in Vantage and invoiced.
Subsequent repairs
> or engineering changes get a new dash number (e.g., 3400-2).
>
> There could be multiple engineering changes or repairs before the
job is
> shipped to the customer. Frequently the tool comes back from the
customer
> for additional changes or repairs.
>
> The original job number and all its dash numbers are assigned the
same
> project id (job number). The same project id is assigned to all
related
> sales orders. From here we are able to accurately report
job/project costs
> but we cannot report all related revenue due to unlinked sales
orders or
> lines. Accurate revenue reporting is a convoluted process of
compiling
> reports, spreadsheets, etc.
>
> Several Epicor consultants have suggested we switch our process
emphasis
> from the Job# to the Part#; and we're attempting that scenario in
one of our
> V8 environments. However, when we asked Epicor for a Vantage "Best
> Practices" process/scenario for Job Shops, the response has been a
deafening
> silence followed by what is essentially a "every business is
different",
> "figure it out yourself" cop out.
>
> How are other Job Shops handling this?
> Looking forward to talking to any and all that wish to engage.
>
> Regards, Lee
>
> E. Lee Ingalls III
> Director of Information Technologies
> Commercial Tool Group
> (p) 616.785.8100 x121
> 616.785.5757 (direct)
> (f) 616.785.8210
>
> lee.ingalls@...
>
> ><((((º>`·.¸¸.·´¯`·.¸.·´¯`·...¸><((((º>¸.
> ·´¯`·.¸. , . .·´¯`·.. ><((((º>`·.¸¸..·´¯`·.¸.·´¯`·...¸><((((º>
>
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