Hi,
The DMR process is much more formal and traceable in Vantage. It
will allow you to raise non-conformances etc. However, it is a
heavier administration load. It does take that quantity away from
the job, so in terms of making replacements it is easier to monitor.
At previous company we scrapped components through labour entry.
I did have a report in corvu, which would take all of the costs up
to that point. It could be viewed in different ways. E.g. by month,
by reason code, Top ten scrap parts in terms of cost / hours etc.
But it was based on standard costing. E.g. Job 2000, was based on
the method from part a. It didn't look at the actual costs although
it could have, but due to the type of business this wasn't a
requirement.
1. The report selected the scrap labor entry.(Job Num,Oper, Reason
Code)
2. Looked up the job.
3. Looked up the part
4. From this referred to the method.
E.g. the part was scrapped at operation 50.
5. Rolled up all of the materials, sub-con, labour costs/hours up to
operation 50.
From this report, we published certain graphs to the intranet so the
shop floor could see the cost of scrap per department. Determined
from the reporting location/employee and reason code(this had
associated responsibilities, e.g. it might get scrapped at one
location but the responsibility/cause was at another location /
department).
It should be possible through crystal but corvu is alot easier for
reporting.
The DMR process is much more formal and traceable in Vantage. It
will allow you to raise non-conformances etc. However, it is a
heavier administration load. It does take that quantity away from
the job, so in terms of making replacements it is easier to monitor.
At previous company we scrapped components through labour entry.
I did have a report in corvu, which would take all of the costs up
to that point. It could be viewed in different ways. E.g. by month,
by reason code, Top ten scrap parts in terms of cost / hours etc.
But it was based on standard costing. E.g. Job 2000, was based on
the method from part a. It didn't look at the actual costs although
it could have, but due to the type of business this wasn't a
requirement.
1. The report selected the scrap labor entry.(Job Num,Oper, Reason
Code)
2. Looked up the job.
3. Looked up the part
4. From this referred to the method.
E.g. the part was scrapped at operation 50.
5. Rolled up all of the materials, sub-con, labour costs/hours up to
operation 50.
From this report, we published certain graphs to the intranet so the
shop floor could see the cost of scrap per department. Determined
from the reporting location/employee and reason code(this had
associated responsibilities, e.g. it might get scrapped at one
location but the responsibility/cause was at another location /
department).
It should be possible through crystal but corvu is alot easier for
reporting.
--- In vantage@yahoogroups.com, "dupagejoe" <joe@d...> wrote:
>
> Our Quality Manager is pushing to do more scrap reporting through
the
> Labor Entry instead of doing Non Conformances and DMRs.
>
> I read this in the HELP but it is still not clear to me how to
track
> the costs of Labor Entry scrap.
> Scrap Quantity
>
> Scrap Quantity is any quantity scrapped on this labor transaction.
>
> Scrap costing is a complex issue, and differs for each company.
the
> system allows you to enter scrap quantities for reference, and
> automatically costs scrap.
>
> For example, the unit cost for defective units that are reported
in
> Labor Entry is calculated as follows:
>
> Unit cost = (Total Assembly Cost - Outstanding Non-Conformance
> Cost) / Assembly Required Quantity.
>
> So how do I cost that Scrap? Does anyone have a report?
>
>
> What do we give up by scrapping from the Labor Entry and not the
DMR?
>
> Thanks
>