Page 27 - MetalForming November 2013

have multiple configurators pro- grammed into Avante within each product line to handle different situa- tions, covering the spectrum of simple to complex jobs. The software access- es our database of inventory, and checks to make sure we don’t design a die with components that won’t work together. In essence it creates a lot of checks and balances as we build the tool. In the end, we develop an entire job structure—multiple generations of work orders, parents and children.”
On the plant floor, every work sta- tion houses a terminal that operators use for real-time labor reporting. They can access work-order numbers and view their specific work instructions for the job at hand when they log in. Then, when they log out of the job the software informs them of the next oper- ation in the process.
Surrounded by a stack of die sets staged for machining, a Superior Die Set operator accesses his ERP screen to view the specific machining requirements for the job at hand.
E-Scheduling
One software plug-in Janiszewski particularly appreciates is an e-sched- uling routine. “Because things change so often and rapidly here, we rely heav- ily on the ability of the e-scheduler to prioritize orders based on several
parameters. We actually reschedule our entire backlog three times per day, reshuffling orders based on the logic built into the system.
“We’ve also made our quoting and customer-service processes paper- less,” Janiszewski continues. “We have
Reduce the Drag on Manufacturing by Going Paperless
Submitted by Christine Hansen, product marketing manager, Epicor Software Corp.
You might be surprised at the amount of paperwork generated for that one order. Thanks to technology, it seems we need more printouts and amass more paperwork of product changes than previous generations. A practical challenge you might consider is to follow an order from the time it’s placed through to shipment and trace the amount of paper used internally amongst employ- ees, with the customer and with suppliers.
So now, let’s explore three key areas where going paperless can translate to leaner operations with reduced paper-based processes.
Faster, More Efficient Product Innovation
Let’s look at the task of bringing new products to market and managing product changes, the latter being perhaps the most common activity influenced by paperless initiatives. The simple business process of requesting a product change, approving the change request, communicating the change to engineering, engi- neering making the change and delivering the updates and com- municating the change to purchasing and the shop floor all can be heavily influenced by paperless processes. For example, what happens when the change request becomes a misplaced piece of paper, or worse, communication to the shop floor is incomplete?
Technologies are available today to support these processes, both within and outside of the organization. Many businesses use product-lifecycle management systems to manage the documen- tation (yes, paper) and processes in developing the market requirements for these new products, alongside the engineering workload, CAD files, material specifications and, yes, more paper- work needed not only to prototype and bring the product to mar- ket, but fit the aftermarket requirements. These systems not only manage the electronic documents, they directly integrate with CAD for a seamless handoff from engineering that drives a single “version of the truth” down to the production floor.
The Only Certainty: Product Change Will Happen
For businesses on the receiving end of product changes, processes are needed to support the receipt of product changes and communicate them to the shop floor quickly—a great benefit from deploying paperless processes in the business.
For example, many design changes occur electronically at our customers’ businesses and the flow of these changes comes into the business from the customer via an electronic document—yes, an e-mail. Once that electronic document is received, what do we do with it? WE PRINT IT. There has to be a better way, and tech- nology can help. Manufacturing ERP systems that support prod- uct-data management and document management can receive the data electronically and link it to a production job so that oper- ators on the plant floor can log in and see the new drawing, material certifications and other documentation that flows into production.
Open the Door to Efficiency and Customer Service
One efficient process many businesses not only seek but are being dragged into is to offer and receive electronic documents from customers and suppliers. If you aren’t sending electronic invoices and if you haven’t received an electronic AP invoice late- ly, it might be time to check your inbox.
More and more businesses are reducing lead time in moving these documents to improve cash flow, eliminate waste in the office and be green. Enterprise content-management systems support and control the flow of documents to and from your busi- ness electronically. As an example, you can print a batch of invoices with a single click and the system picks up the print run from a virtual printer that applies logic. For example, customer A would like its invoice printed and mailed, customer B prefers an e-mail and customer C wants xml.
www.metalformingmagazine.com
MetalForming/November 2013 25