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ERP System Process and Data Flow in Gane & Sarson Notation
Gane and Sarson is the predecessor of IDEF0.
In this notation, nouns and verbs are captured to describe the data and process flow of the system. Along with the constraints and mechanisms used to implement the system
The document discusses migrating to SAP's New General Ledger. It introduces the New GL and reasons for migrating, including improved reporting and faster closing. It outlines four migration scenarios of increasing complexity and notes scenario 1 is the simplest. The migration process involves three phases - planning, customizing and testing in the new GL, and go-live. SAP migration services are recommended to validate the scenario and testing. Historical data is not migrated, so alternative reporting solutions are needed. The migration cockpit tool is introduced to manage the project tasks.
This document discusses migrating to a new General Ledger Accounting system in SAP, which requires initiating a separate project with phases to transfer legacy data. The migration project and new General Ledger implementation must address both technical and process aspects, and are not just data transfers. The SAP General Ledger Migration service helps customers migrate their data from the classic General Ledger to the new system and ensures data consistency, through scenario validation sessions, test validation sessions, and a Migration Cockpit user interface to guide the process.
This document outlines an ERP solution for automating various departments in a manufacturing company using Tally.ERP 9. It describes the key processes in departments like purchase, stores, production, quality assurance and sales/marketing. For each department, it lists the relevant documents, reports, workflows and additional features that can be customized in Tally.ERP 9 to automate the department's processes and bring more efficiency to the company's operations.
This document provides steps for configuring and executing a make-to-order process in SAP ERP. It explains how to create materials, bills of materials, routings, sales orders, planned orders, purchase requisitions, purchase orders, goods movements, production orders, and deliveries to fulfill a customer order from sales to delivery. The major steps include sales order creation, planning, external procurement, subcontracting, production, and delivery.
Third Party Material Procurement Overview-INSTRUCTIONS AMANUALAbsaar Arshad
(1) The procurement process begins with a material requirement raised by a project manager, project engineer, or site engineer. A business administrator verifies the material code and costs and prepares a purchase requisition.
(2) If the material code does not exist, procurement creates a new material in SAP. A procurement controller then creates a purchase order in SAP, digitally signs it, and sends it to the supplier.
(3) The supplier is expected to provide an order confirmation within 3 days. Logistic staff then take over to receive deliveries and notify quality management for critical deliveries.
This document discusses how automated document splitting works in SAP's new General Ledger (G/L) system. It allows accounting line items to be split according to specific characteristics like profit center or segment. This enables compliant financial reporting. The key steps are passive splitting using existing rules, active splitting using configurable rules, and zero balancing to ensure documents balance at both the total and characteristic levels. Configuring splitting rules and characteristics is important for setting up automated document splitting in SAP's new G/L.
The document discusses document splitting in SAP's New General Ledger. It provides an overview of document splitting, including the key elements like splitting rules, item categories, and splitting methods. It then provides examples of how document splitting works for vendor invoices and payments. Document splitting allows accounting items to be automatically split according to predefined rules, enabling segmented financial reporting without changing data entry procedures. Setting up document splitting involves classifying accounts and document types for splitting.
The document provides an overview of the key phases and activities involved in migrating to a new general ledger (GL) using the SAP Migration Cockpit. It describes setting up a migration project with packages for different migration scenarios. The main phases discussed are setup, checkup, preparation, migration of prior and current year documents, evaluation, and validation before activation of the new GL goes live. Each phase involves various configuration checks and migration activities like creating worklists, migrating open items and documents, and validating the new financial data.
HM hub and NPD first masterclass seminar 6.10.15Euan Pirie
This document summarizes the interaction between construction phase technical and legal documentation under the Scottish Standard Form Project Agreement (SSFPA). It discusses the contractual status of technical documents, the absence of a clear hierarchy of documents, relevant definitions, guidance on preparing documents, legal provisions governing each document, experiences with "paperless" documents, and challenges passing documents down
This document provides guidance on year-end processing in Dynamics SL, including common closing points, SL closing procedures, year-end updates for accounts payable, payroll, and general ledger. It discusses checking batches, running reports to verify balances, closing modules for the new year, updating tax and deduction information, generating 1099s and W-2s, and other steps to complete the year-end closing process in SL.
The document discusses SAP's Audit Information System (AIS) which provides a standardized way for auditors to perform system and business process audits of an SAP system. AIS organizes audit activities into a reporting tree and allows auditors to run reports, review configurations, and document audit findings. It aims to improve audit quality by facilitating the standardized collection of evidence.
Case study material ledger implementation lessons learnedJohannes Le Roux
Cooper Tire implemented SAP Material Ledger as part of their initial SAP implementation in order to gain visibility into actual product costs and variances across production processes. Some key lessons learned included making the final decision to implement Material Ledger early, ensuring quality consultant support, and properly configuring for long-term requirements. Material Ledger provided benefits like impact of price variances and actual inventory costs but also challenges like increased data volumes and complexities. Cooper Tire's next steps include further integrating Material Ledger with SAP Profitability and Cost Management for improved cost and profitability reporting and analysis.
This document outlines the process for sub-contracting returned goods that cannot be repaired in-house. The process involves creating a repair order, receiving the returned goods, creating a service order with a sub-contracting operation, generating a purchase requisition, creating a purchase order, sending the goods to an external vendor, receiving the repaired goods back, and completing the repair order. Key steps include setting indicators to enable sub-contracting, adding a sub-contracting operation to the service order, and using transaction codes to send and receive goods from the external vendor.
This document discusses performance management and continuous improvement in a factory setting. It describes defining business processes, flow processes, and job mappings. It also discusses managing and defining reports to combine operational data into summary reports. Templates are provided for daily production reports and data summary reports to monitor performance metrics and project timelines. The aim is to standardize reporting and continuously improve processes using the PDCA method.
This document provides an overview of key concepts in SAP SD (Sales and Distribution) including:
- The SAP landscape including development, quality, and production environments
- SAP modules such as FI, CO, MM, SD, PP, and more
- SAP project types including greenfield, brownfield, and technical upgrades
- The sales cycle in SD including enquiries, quotations, sales orders, deliveries, and billing
- SAP organizational structures including company codes, plants, sales organizations, and more
- Master data relevant to SD such as customer, material, and pricing masters
Blogs on Document Splitting at www.veritysolutions.com.au
Document Splitting is a very powerful feature delivered by SAP ECC.
Previous to SAP ECC, if new fields were required to General Ledger SAP had to deliver these new fields in Special Purpose Ledger tables. Profit Centre Accounting in R3 was Special Purpose Ledger table 8*, Joint Venture Accounting was ledger 4*. This essentially meant that data had to be copied from General Ledger table GLT0 to special ledger tables so these could be reported upon. However, technical glitches in code and incorrect usage of functionalities caused imbalances between the main ledger GLT0 and the special purpose ledgers.
SAP customers who wanted to expand the functionality of General Ledger to cater to special business requirements (like reporting General Ledger with another fiscal year variant) had to create custom Special Purpose Ledger tables. For example, if a customer wanted to report by two fiscal year variants, they could report one variant using General Ledger and the other variant using Special Purpose Ledger.
All this disparate ledgers reported the same source information in different views. Customers had to execute several month end jobs to ensure synchronisation of data across all these ledgers. Differences in balances and information between ledgers led to delays in month end close and reporting.
With SAP ECC new GL, SAP Customers can add new fields (which SAP calls “scenarios”) into General Ledger. This allows customers to perform, for example, Profit Centre Accounting and Reporting within General Ledger.
With SAP ECC new GL, SAP Customers can add new ledgers (which SAP calls “parallel accounting”) into General Ledger. This allows customers to report, for example, the same General Ledger data in multiple fiscal year variants.
This replication of data happens in real-time. SAP customers no longer need to execute month end jobs to synchronise data between different ledgers.
Parallel accounting in sap erp account approachversus ledger approachin new g...Imran M Arab
This document discusses two approaches for implementing parallel accounting in SAP ERP: the account approach and ledger approach. The account approach uses parallel general ledger accounts with prefixes to distinguish valuations, while the ledger approach uses separate ledgers in new general ledger accounting. The ledger approach is recommended as it provides better integration across SAP modules and avoids issues with the account approach like redundant account creation. Parallel accounting can be depicted in asset accounting, financial accounting, controlling, materials management, and other SAP ERP components using either approach.
Managing in the presence of uncertaintyGlen Alleman
Uncertainty is the source of risk. Uncertainty comes in two types, aleatory and epistemic. It is important to understand both and deal with both in distinct ways, in order to produce a credible risk handling strategy.
The document discusses integration of agile and earned value management (EVM). It provides an overview of several agile frameworks and principles for agile software development. It notes that agile development provides a tool for producing working software frequently to get customer feedback, which is important for software-intensive systems of systems where requirements may change. The document is a collection of resources for applying agile principles with EVM and includes references to several papers and books on topics like agile frameworks, scaling agile, agile and EVM, estimating for software-intensive systems, and agile transformation.
The document identifies 4 root causes of cost and schedule shortfalls in the ACAT1 program: 1) unrealistic estimates based on inadequate risk models, 2) inadequate assessment and mitigation of risks, 3) unanticipated technical issues without alternative solutions, and 4) unrealistic performance expectations without proper measures. It also notes that the IPMR process can help reveal early, unanticipated growth in cost and schedule through assessment of technical performance measures and percent completion.
This document discusses measurement uncertainty and risk in 3 key areas: precision measures the variance of estimates, accuracy measures how close estimates are to actual values, and bias impacts precision and accuracy through human judgment or misjudgment. Improving accuracy can improve or reduce precision, and reducing accuracy also reduces precision.
Pseudo–science and the art of software methodsGlen Alleman
We hear all the time about the next big thing that will undo all the standard principle of business management, software development methods, and processes needed to produce reliable, robust products as planned. Here's some "test" questions to get answered before getting to excitied.
Measures of Effectiveness, Measures of Performance, Technical Performance Mea...Glen Alleman
Three immutable variables, statistically coupled, for all projects. Each to level - Cost, Schedule, and Technical Performance are loosely coupled.
The drivers of each of these are listed as well.
All elements are in play and are probabilistic.
Managing in the presence of this uncertainty is the primary role of all project management.
Project maturity flow is the incremental delivery of business valueGlen Alleman
Incremental delivery of business value can be defined through the increasing maturity of the outcomes of the project. These Capabilities provide "bookable" value to the business, instead of individual features.
Many in the agile community see MVF as the way to go. But from the business side "full capabilities" need to be in place for the Value to be "booked" using FASB 86.
No incremental partial "features."
An AP system needs the Capability to "pay" and that means receipt of invoice, 3-way match, approved PO, approved vendor and banking interface
Probabilistic networks and monte carloGlen Alleman
Networks of work activities with dependencies between these activities have probabilistic behaviors for cost, schedule, and the resulting technical performance.
Earned Value is one approach to Performance measurement for monitoring and controlling the progress of software development projects.
There are other approaches, but all methods need to ask “what value is being returned for the invested cost and effort?”
Without connecting predetermined delivered value with predetermined effort; progress can only be measured as the passage of time, and you'll be late before you start.
Business value pipeline with atlassian products智治 長沢
You should establish such as flow of value as pipeline. You can find one of toolchain with Atlassian solution.
This slide is an evangelist eye, this is not Atlassian's official contents.
A time study in numerical methods programmingGlen Alleman
With the digital computer firmly established as a
research tool used by the scientist and engineer alike, a
careful examination of some of the techniques used to solve
the problems faced by the scientific user is warranted,
This paper describes a test undertaken to determine the
effectiveness of two different programming languages in
providing solutions to numerical analysis problems found
in scientific investigation. Some of the questions asked
were; 1) Can APL compete with a batch processed FORTRAN
job in solving common numerical analysis problems?
2) Is it useful to trade execution speed for code density
or vice-versa? 3) Is APL an easier language, from the
view-point of the novice user, in which to code his problem?
4) Can APL be cost effective in an environment where large
"number-crunching" problems are an everyday event,
More Related Content
ERP System Process and Data Flow in Gane & Sarson Notation
1. Combined diagrams from Team
Interviews
11 March 1998
Manufacturing
Level 1 Gane & Sarson Models
Current System State
SIZ FSCM NO DWG NO REV
E+ 2.1
SCALE 1 : 1 SHEET 1 OF 2
Idea
Generation
P1-01
Concept
Development
P1-02
Resource
Plan
P1-03
Prepare
to
Sell
P1-04
Component Availability
Master Product Plan
Sales History
Product Ideas
Competitive Analysis
Physical Mockups
Project Cost
Sales Volumes
Mfg Techniques
Target Pricing
Test Results
Prod Specs
3D Models
2D Drawings
Tooling
Project Schedule
Introduction Dates
Key Items
3D Models
Spec / Design Freeze
Produce Key Items
Costing
Testing
Packaging
Prelim BOM
Model Numbers
NC programs
2D Shop Dwgs
Potential Vendors
Part # Assigned
Prelim Routings
Sales Budget
Customer Service Plans
Training Plans
Order Processing Plan
Pilot Run Plan
Vendor Determination
Mstr Prod Schedule
Mfg Material Plan
QA Plan
Shipping Plan
Lead Time Plan
Cmplt Cust Srv Plan
Cmplt Purch Plan
Cmplt Mstr Prod Plan
Cmplt QA Plan
Cmplt Lead Time Plan
Cmplt Logistics Plan
Finalize Wghts / Cubes
Finalize BOM's
Finalize
Dwgs
Finalize
NC Pgms
Finalize
Inst Shts
Production Training
Finalize Wrk Inst
6
P0
6
P0
Routings
Planning BOM's
6
P0
Planning Information
1
3
2
1
Product
Planning
P1-00
Market
Research
Product Changes
P1-06
ECR Form
Necessary
Changes
ECR Form
ECR Form
Notification of Change to
Effected Areas:
(P-01,02,03,04,05,07)
NOTE:
ECR's can come from any
process after product
introduction, including the
following:
Develop Products, Take Orders,
Plan Production, Producer
Product, Deliver Products, &
Service the Customer
Design/Proto Review
Pilot Run Findings
System verification
Production Design Validation
BIFMA Certification
Final test Results
Receive Order from
SAP
P2-04
Receive Outside
Order
(Hard Copy)
P2-01
Enter Order Into
EN44
P2-03
Archive Fulfilled
Order
P2-06
Credit Check
P2-07
Logia Updates Copics
(Order Dependent)
P2-10
Allocate Logia ATP
Date in EN44
P2-09
Send
Acknowledgement to
Customer
P2-11
Copics Confirms
Receipt to Logia
P2-12
Logia Send Demand
to Copics
P2-13
To Master Schedule
Deliver the Product
Run Logia BOM
Purge Process
P2-15
Update Activity
Status in Logia
P2-16
Audit Promise Date
File
P2-17
Send File Back To
SAP
P2-18
Generate Price and
Cost File
P2-19
Send File Back to SAP
P2-20
To Master Schedule
Audit Order
P2-02
Deliver the Product
D1
Product Definition Data Base
End Items
Bill of Materials
Routings
P2-14
Warehouse Removes
Demand from Copics
Produt_ID
D1
Master Schedule Database
Quantity
Demand Data
4
P4
4
P4
5
P3
5
P3
Product Information
2
1
3
2
Enter Order Into
Logia
(Automated)
P2-04
Generate ATP
Update
(Automated)
P2-08
Enter Order Into
Logia
(Manual)
P2-04
Generate ATP
Update
(Automated)
P2-08
Ship Information
13
P5
6
9
P5
12
P5
ATP Information
Master Schedule Information
KOG Sales
Outside Sales
Harpers
Review Ordered
Enter Order into
MacPac
P2-03
Adjust Shipment
Date
P2-09
Audit Order
Generate Manual
ATP
Create
Manufacturing
Orders
To Master Schedule
5
P3
3
Order Information is
sent to Product_ID
P2-21
Resource Planning
P3-01
Time Phased
Requirement (MRP)
Records
P3-07
Detailed Capacity
Planning
(Machine Center
Constraints)
P3-08
Production Planning
(Capacity Lead
Planning)
P3-03
Detailed Material
Planning
P3-05
Vendor / Supplier
Systems
P3-10
Shop Floor
Scheduling
(Shop Order Release
- SOR)
P3-09
Demand
Management
P3-02
Bookings
Inventory Lvl
Shipments
Production Sums
or $
Master Production
Scheduling
P3-04
Customer
Orders
< Lead
Times
Configured Model
Confirmed Orders
Net of
Forecast
Forecast
Input for Shop
Floor
Planning
Information
Key
Constraint
Wrk Ctr
Shop Floor Reqmt's
Material
Requirements
Inventory Information
D2 Bills of Material
D3
Routing
Information
Machined
Parts
Unit
Assemblies
Cell Level Planning
Provide ATP
P3-06
D1 Planning BOM
Allocation
Schedule Resources
Shop Floor
Scheduling
SOP
Confirmed Ship date
Sales
Forecast
Sales
Forecast
PO's
SUM's
SOR
Docs
Master Schedule Information
Product ID Labels
Material Plan
Independent
Reqmt's, Qty & Due
Date
Min/Max
5
P2
1
P2
Master Schedule Updates
Current Production Schedule (Pre SOP)
5
2
BOM's
Order Entry
from SAP
Purchasing Plan
Routing Info
3
P2
2
P2
Inv
Info
Customer Order
within Lead Times
Machine
Components
P4-02
Storage
P4-01
Build Products
P4-03
Finish Products
P4-04
Trim Subassemblies
P4-05
Pack Product for
Shipment or
Warehouse
P4-06
Receiving
Raw
Materials
Purchased Parts
Purchased Parts
Assemblies
and Units
Metal Components
Laminates
Fabricated Metal
Finished
Units
Machined
Wood
Parts
SOR (M.O.)
Work Instructions
Drawings
Inventory Information
Inventory
Information
Inventory
Information
Inventory
Information
Work
Instructions
Product Cost
Mstr Sched Update
Shipping Info
Invoice
Info
Finished
Units
BOM
BOM
BOM
Finished
BOM
Drawings
Assemblies
and Units
Work
Instructions
Laminates
4
P3
11
P1
10
P1
Drawings
1
P5
Work Instructions
BOM
Laminates
Purchased
Parts
Dwgs
SOR (JIT List)
CNC Programs
Fab Metal
SOR (JIT)
Fabricated Metal
Finished Units
BOM
Drawings
Work
Instructions
Finished
Units
SOR (M.O.)
Purchased Parts
Purchased
Parts
1
3
5
5
12
P1
Q Parts
Q Parts
Q Parts
xx
P5
6
Harpers
3
P5
4
P5
Product ID Labels
Ship
Product
P5-07
Prepare for Shipment
P5-06
Crate Product for
Overseas Shipments
P5-05
Stage
Products
P5-01
Warehouse
Products
P5-04
Shuttle
Products
P5-03
Schedule Truck
(Loading Plan)
P5-02
Barcoded
Information
Shuttle Report
(Max PayLoad)
Delivery Date
Barcode Scan
Cube / Weight
Ship To Information
Inventory Location
Shipping Labels
Confirmation of
Pick List (Final Scan)
Pick List
(Max Payload)
Crate Report
(Max Payload)
Bingo List (Artec)
Bill of Lading
Packaging List Release Delivery
Export
Documents
Ford, Sal, FL, KUP1
NOF, SC, Artec, KUP2, Bor
Harpers
NOF-SC, Artec, KUP2, Bor
Product
Shipment
Ford, Sal, FL, KUP1&2
NOF, SC, Artec, KUP1&2, Bor
NOF-SC, Artec, KUP2, Bor
Harpers
Ford, Sal, FL, KUP1
Consolidate
Shipment
1
P4
1
A1
1
A1
1
A1
Harpers
Release Finished
Goods Inventory
Owned by KOG Sales
P5-08
Harpers
1
2
1
4
5
6
7
8
11
14
15
3
2
16
17
18
2
P4
4
P4
3
P4
Inventory Information
Inc & Ready to Ship
(Max Payload)16
Stop Number
Product Reserve for SO17
Q parts
1
P4
18
Invoice Created
On Time Calc 5
4
NOF-SC, Artec, KUP1&2, Bor
HarpersShuttle Product
Shuttle
Accept Call from
Dealer
P7-01
Accept Call from
Customer
P7-02
Locate Product
Information
P7-03
Identify Quality
Issues
P7-04
Enter Issue Into QTS
P7-05
Locate Technical
Information
P7-06
Locate General
Information
P7-07
Locate Installation
Information
P7-08
Respond to
Customer
P7-09
Call Plant
Price List
Other PDA
KRL
Magic
Copics
Price List
PQA Member
Call Plant
Call Plant
Magic / Copics
Kimball Care
Other PQA
Generate Service
Orders
P7-10
Generate
Replacement Orders
P7-11
Approve Repair
Changes
P7-12
Additional Discount
P7-13
Notify Service Via
Resolution
Form
P7-14
Customer Service
Issues Credit
P7-15
Look Parts in Copics
P7-16
Put Information in
Description of Order
P7-17
Send KForm to Data
Mot Team
P7-18
Process Order
P7-19
Enter Orders
P7-20
Setup
Model
D1 SAP D2 Legacy
Notify Customer Via
Resolution
Form
P7-16
PQA or Customer
Service Issues Credit
P7-18
5
P1
1
Credit Check
P6-01
Take Order Ship Product
Establish Credit
For Customer
P6-02
Enter Customer
into EN01
P6-03
Invoice
Customer
P6-05
Receive
Payment
P6-08
Review A/R
File
P6-07
Collection of
Undisputed Accts.
P6-09
Post to A/R
File
P6-06
Credit Hold
P6-10
Maintain
Credit File
P6-04
Purchase
Request
P6-11
Issue P.O.
P6-12
Record in
GL Account
P6-13
Send to
Customer
P6-14
Petty Cash
Request
P6-18
Petty Cash
Process
P6-17
Check Request
P6-16
Expense Report
P6-15
A/P File Update
P6-20
Receiving
P6-24
Return Rejected
Material
P6-25
Match Invoice to P.O.
& Receiving
Documents
P6-19
Issue Check
P6-22
Update Check
Register
P6-23
Void Check
P6-21
Material Input
P6-26
AVendor
Invoice
Accounts Payable
Accounts Receivable
B.O.L.
Packing List
QA Report
Capital Request
MRP Request
Purchase
Request Form
Customer Order
Request For Credit
D & B Report
Credit References
A
Credit Check Prior to
Shipping
P6-01
4
P1
2
8
P1
1
4
P1
3
7
7
P1
1
P1
4
3
P3
2
2
P4
3
6
P4
2
P3
6
2
P3
5
7
P4
1
7
1
P3
1
P6
4
1
2
3
4
5
6
4
P3
7
6
P1
6
7
7
P3
8
1
P3
7
7
P3
6
6
P3
5
1
P7
8
1
P4
19
P5
1
8
P3
4
P5
5
P4
19
Master Scheduling
4
P4
3
4
P4
4
P5
3
1
P6
4
4
P5
2
5
P4
Invoice Information Invoice Information
2
P2
4
P2
5
5
P3
4
9
P5
4
12
P5
13
P5
4
P2
9
4
P2
13
4
P2
12
13
P1
10
13
10
P5
8
P1
4
7
P1
1
15
12
1
P4
11
1
P4
10
3
P4
9
4
P4
2
P3
4
14
1
P2
5
P4
id
Project Folder
2
P3
Copy of PO
Stop Number
2. 01 Master Product Plan
02 Competitive Analysis
03 Product IDEAS
04 Sales History
05
Tollgate Findings &
Sign Off Doc.
06
Product Line Offering
Conceptual Sketches
MS
Project
MS
Word
IDEAS
SDRC
MS
Excel
07
Estimated Project
Costs (return map)
IDEA Generation
P1-01
08
Estimated Sales
Volume
09 Target Pricing
10
Product Spec's
(Prelim.)
11
3D Solid Models / 2D
Drawings
12
Prelim. ProductTest
Results
13
Product Line Offering
Document
14
Updated Project
Schedule
01
Product Line Offering
Document
02 3D Solid Models
03 2D Drawings
04
Product
Specifications
15
Preliminary Routings
& NC Programs
16
Test Results of
Key Items
MS
Project
Copics
IDEAS
SDRC
MS
Excel
Data IN Data OUT
Data USERS
07
Finalized Product
Line Package
Concept
Development
P1-02
08
Finalized Project
Objectives
09
Finalize Sales
Projections
10
Collateral &
Promotional Plan
11
Solid Models of
Key Items
12
Drawings of
Key Items
13
BOM's of
Key Items
14 Preliminary costing
05 Target Pricing
06
Estimated Sales
Volume
18
Tollgate Findings &
Sign Off Doc.
19
Preliminary Packing
Requirements
17
Updated Project
Schedule
OV
Email
Logia
01 Spec Freeze
02
Phase III Tollgate
Findings/Approval
03
Project Plan
(Targeted Intro. Date)
04 Sales Strategy Plan
MS
Project
MS
Word
07
Sales/Mfg.
Training Plan
Resource Planning
P1-03
08
Mfg. Materials
Plan
09 Production Plan
10
Quality Assurance
Plan
11
Marketed Leadtime
Plan
12
Logistics/Shipping
Plan
13
Update Master
Project Schedule
14
Tollgate Findings &
Sign Off Doc.
05
Customer Service
Plan
06 Order Process Plan
OV
Email
01
Completed Plans
From Planning Phase
02
Outputs From
Concept
Development Phase
03 2D Drawings
04 NC Programs
15
Installation
Instruction Sheets
16
Product Cubes &
Weights
MS
Word
Copics
IDEAS
SDRC
MS
Excel
Data IN
07
Finalized Packaging
Designs
Prepare to Sell
P1-04
08 Routings
09 Actual Product Cost
10 Collateral Materials
11 Planning Data
12 Planning BOM's
13 BOM's
14
Completed Plans
From Planning Phase
05 Pilot Run Findings
06 3D Solid Models
18
Tollgate Findings &
Sign Off Doc.
17 Final Test Results
OV
Email
Logia
01
Sales & Operation
Plan
02 Market Research
03 Product Spec's
04 Design Criteria
05 Sales Projection
06 Price Target
MS
Project
MS
Word/
Excel
IDEASEmail
01 Product Spec's
02 Design Criteria
03 Sales Projection
Seating
Engineering
P1-03
01
SEE OUTPUUT from
CONCEPT
07
Budgeted Tooling
Cost
Seating Concept
Phase
P1-02
Seating Planning
Phase
P1-01
06
Product Spec's
* Team Make-up
* Model No.
07
Digital Models
* Test Matrix
* FTSG Testing Req.
08 Sketches
09 Scale Models
10
Product Spec's
(Briefs)
04 Price Target
05 Budgeted Tooling
MS
Project
MS
Office
IDEASEmail
11
Product Schedules
* Concept Phase
* Approval Form
MS
Project
MS
Office
IDEASEmail
02
Product Spec's
Patent Search
03
Projected Income
Product Name
Mktng. Dvlp. Plan
04 Training Plan
05
Feasibility Verify
Price To Sales
Short List Mtrl
06
Prototypes
QA Plan Dvlp.
Test Criteria
07
Final Mtrl ??????
Quote Proc. Bid
Tollgate Form
01
Requisition Tooling
Tooled Part Verify
Testing
02
List of Models for Pilot
Run
Model Spec's
03
Devel. Uphol. Spec
Cover Patterns
FAB Foam Pattern
Glue Spec's
Hand Cut Patterns
04
Potential Restrictions
Sewing Spec's
Model info Doc.
IDEAS
MS Office
Projects
PM & C
SOR
EN44
SAP
Logia
Copics
05
Model # Setup
Pilot Run Walk list
Prepare to Produce
& Sell
P1-04
EMAIL
06 Tollgate Signoff
01
Introduce Product to
Market
02
ACK Orders
MFG. PO's
03 Production Schedules
Copics
SOR
PM & C
SAPLogia
Implement
P1-05
MRP
Leland
01 ECR Form
Copics
Logia
Dem. Sol
Share File
Notelog
EMAIL
Seating Maintenance
P1-06
Take Orders
Specials For KOF
Casegoods
P - 02
01 TIF Report
02
Quote Request
Form
03
Model Request
Set-up
04
C & C
(Change &
Cancel)
Dyna
Plan
Copics
Data IN Data OUT
Data USERS
05 Factory Order
06
Dyna Plan
Spreadsheet
EN44 O.V.TIF MRP
Prod.
ID
IDEAS
Master Production
Scheduling
P3-04
01 EN44
02
Wkly Release &
SAP
Demand
Mgmt.
03 Capacity Report
04
Capacity Plan
sums
05 Planning Data
06 Line Schedules
07
Product ID
Labels
08 Manifests
09 Reports
Dyna
Plan
O.V.
Legacy
(EN44)
Mac
Pac
SAP
Provide ATP
P3-06
01
Capacity Report
(SAP)
02 Sums Report
03
Scheduled
Prod. Report
04
Confirmation
Report (SAP)
Dyna
Plan
SAP
MRP
P3-0701 Routings
02 BOM
03 Planning Data
05 Reports
Dyna
Plan
Copics
04
Dyna Plan
Schedule
Shop Floor
Scheduling
P3-09
01
Parm Card
Updates
07
SOR Documents /
Shop Ticket
Copics
(SOR)
08 Shop Drawing
09
Product ID
Labels
10 Reports
Vendor Supplier
System
P3-10
01 Min/Max
04 PO #'s
MRP
05 Inventory Info
02
Mat. Req.
(MRP)
03 Supplier Info
Leland
Produce Product
P-04
01 CNC Program
02 Drawings
03 SOR #
04 Shop Paper
05 NI's
07 Inventory Rec.
08 MS Updates
09 Cost
10 Shipping Info
O.V. -
shared
MagicSOR
Data IN Data OUT
Data USERS
06
Shop Ticket
Sum Report
CopicsLogia MRP
Prod.
ID- Max
payload
Deliver the Product
P5 - 00
01
Inventory Info
(Order Level Detail)
02 Shipping Info
03 Product Cost
10 Bill of Lading
Product
ID
Logistics
&
Maxpa-
load
04 Shuttle Report
05
Shipping Label
(Manifest)
Product ID Label
06 Pick List
11 Packing List
12 Bingo Sheet
13
Export Documents
(Furnished by Logistics)
Finished
Goods
Ship
System
Manifest
07
Orders Ready For
Shipment Report
08 Print Bill of Lading
09
Print Packing List
(Bingo Sheet)
Establish Credit
For Customers
(#2)
P6-00
01 Customer Info
02
Dunn &
Bradstreet
Report
03
Service Order
Parts Listing
04 Credit Limit
05
Enter Customer
Info into System
EN01
Mac
Pac
06 Credit Info
Maintain Credit
Files
(#4)
P6-00
01
Financial
Statement
(Out of Date
Report)
02
Credit Line
(Out of Date
Report)
03
Update Info in
EN01
Review Aging
Report File
Weekly
(#7)
P6-00
01
Accts Received
Aging Report
02 10 Day Letter
03
Turned Over to
Collection
Collection of
Undisputed
Accounts
(#9)
P6-00
04
Due & Payable
Letter
01
Past Due
Invoices
02 Order List
03
Customer
Credit Line
O.V.
Purchase
Request
(#11)
P6-00
01
Rec.
Purchasing Info
02 Capital Request
03
Purchase
Request Form
04 MRP Request
05 Issue PO
Leland
Vendor
Remittances
(#19)
P6-00
01 Vendor Invoices
02 Rec. Records
03 Packing List
04
Invoice
Approval
05
Buyer
Exception
Reports
Leland
Petty Cash
(#18)
P6-00
01
Petty Cash
Receipts
02 Check Request
Service the Customer
P7-00
01 QTS Info
02
Kimball Care
Tool (KCT)
03
Service Order
Parts Listing
04 Order Info
05 KRL Info
07 QTS Report
08
Kimball Care
Tool
09
Service Order
ACK's
10 KRL
Legacy
(EN44)
Mac
Pac
SAP
06 Copics
Combined diagrams from Team
Interviews
17 March 1998
Manufacturing
Level 1 Gane & Sarson
Data Model Relationships
SIZ FSCM NO DWG NO REV
E+ 2.1
SCALE 1 : 1 SHEET 2 OF 2