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Actual for You - Inventory Accuracy Hints
Christmas Decorations and Ornaments
Christmas Decorating began in the 1500's. Christmas Ornaments on trees first began in Germany. In Latvia around 1510 a fir tree (which is a traditional Christmas Tree still today) was decorated with ornaments of roses. Then they began to use wafers, nuts, and candles. Also Christmas ornaments of cookies and candy were being used and they are still used today. Mothers and children get together and bake the cookies and candy and decorate them to hang on the Christmas Tree. Some families make this a tradition every Christmas. In earlier years there were also painted ornaments made of wood and late with blown glass.To this day the most beautiful Christmas ornaments come from Germany. Many ornaments have a story behind them and are passed down from generation to generation. Christmas ornaments hold many beautiful memories for families. The ornaments hold a roadmap of memories for all families. The Christmas holiday is celebrated all over the world. It is the birth of Jesus Christ. The stories come from the Gospels of Matthew and Luke. The nativity sets, which almost every home has and displays, is a replica of at the place where Je
artments needing it, preferably via an on-line computer system. Bar code and other automated data collection systems are desirable, if cost-effective, but are no means mandatory to run an accurate system. Visual control systems, such as Kanban, 2-bin, pallet squares, etc, can sometimes reduce or even eliminate the need for most transactions and automated systems, in the proper circumstances.
Christmas Decorating began in the 1500's. Christmas Ornaments on trees first began in Germany. In Latvia around 1510 a fir tree (which is a traditional Christmas Tree still today) was decorated with ornaments of roses. Then they began to use wafers, nuts, and candles. Also Christmas ornaments of cookies and candy were being used and they are still used today. Mothers and children get together and bake the cookies and candy and decorate them to hang on the Christmas Tree. Some families make this a tradition every Christmas. In earlier years there were also painted ornaments made of wood and late with blown glass.To this day the most beautiful Christmas ornaments come from Germany. Many ornaments have a story behind them and are passed down from generation to generation. Christmas ornaments hold many beautiful memories for families. The ornaments hold a roadmap of memories for all families. The Christmas holiday is celebrated all over the world. It is the birth of Jesus Christ. The stories come from the Gospels of Matthew and Luke. The nativity sets, which almost every home has and displays, is a replica of at the place where Je
So, you may be thinking, all of this is fairly straightforward-- why isn’t everyone doing something like this successfully? It’s actually much harder than it looks—why:
• Attitude: Not everyone agrees that inventory accuracy is important. I say: Are you satisfied with the alternative? It requires a high degree of consensus on the approach, responsibilities and “ownership.” In extreme cases, company executive leadership may need to step in to help change the culture and oversee required changes.
• Discipline is needed, day afte
The Basics To Setting Up A Merchant Account
If you're business is not offering credit card payments, you could potentially be losing out on a tremendous amount of business. Because of the options you give customers by offering credit card payments, it creates a wider customer base. However, the first step to offering credit card payments through your business is setting up a merchant account.A merchant account is a bank account that is established by your company to receive the payments from credit card purchases. Simply done, right? It is a little more extensive than it comes off as, especially if you are accepting credit cards online. However, it is well worth it to set up a merchant account because of the potential increase in your business.Generally, you will also need to lease equipment and software when setting up your merchant account. The reason for this is to ensure you and the customer that the transaction flows to your operating account.If you are looking to accept credit cards online, you will need to sign up with a payment gateway. The payment gateway will allow you to accept credit card transactions online. When selecting your payment gateway, i
Does your company need to improve inventory accuracy?
If you're business is not offering credit card payments, you could potentially be losing out on a tremendous amount of business. Because of the options you give customers by offering credit card payments, it creates a wider customer base. However, the first step to offering credit card payments through your business is setting up a merchant account.A merchant account is a bank account that is established by your company to receive the payments from credit card purchases. Simply done, right? It is a little more extensive than it comes off as, especially if you are accepting credit cards online. However, it is well worth it to set up a merchant account because of the potential increase in your business.Generally, you will also need to lease equipment and software when setting up your merchant account. The reason for this is to ensure you and the customer that the transaction flows to your operating account.If you are looking to accept credit cards online, you will need to sign up with a payment gateway. The payment gateway will allow you to accept credit card transactions online. When selecting your payment gateway, i
Often, writings on inventory accuracy improvement focus on techniques, such as cycle counting. While this is a very important item in the toolkit of the inventory or materials professional, cycle counting is only mainly a measurement and diagnostic tool. Think of it as SPC (Statistical Process Control) for inventory accuracy. You probably aren’t going to cycle count your way to inventory accuracy, without also making major improvements in the material handling, transaction control, reporting and feedback process. For many companies, using cycle count adjustments to correct inventory record errors is like trying to bail out the ocean with a spoon, since errors may be made far faster than they can be economically corrected.
So what should you do?
An effective inventory accuracy program should consist of the following elements:
• Inventory accuracy measurement criteria (metrics) - including item/part number identification, quantity and unit of measure, location and posting timeliness. Some companies also measure other related data, such as customer/contract number, configuration/revision letter, lot, serial number, grade and expiration date. I have visited companies claiming to have 95, 98 or 99+% record accuracy that quickly shrinks to mid-double digits when we apply our uncompromising criteria objectively. Sometimes companies have invalid criteria, sometimes they deceive themselves, sometimes their employees deceive them, sometimes unconsciously or unwittingly.
• A clearly defined material and document flow, with control and tracking points identified. These should be clearly marked out in the shop and employees should be thoroughly indoctrinated. A simple flow chart of the desired system is an excellent educational tool. It should include material, document and transaction routing, “drop points,” flow times, logging, batch controls, reports and auditing.
• Adequate facilities, space, storage and material handling systems and other equipment. Good housekeeping practices are a must. It might be necessary to physically secure the inventory with fences, gates and locks, if floor discipline cannot be achieved otherwise. Make sure that there is a place for everything- materials, equipment, documents, and of course, people. Use signs and markings to make these obvious.
• Effective policies and procedures for material handling, storage, identification, packaging, labeling, data collection, counting and transactions. Use good forms and tools to structure work properly.
• A training/certification/assessment program for all people who handle or track inventory, or who are in a position to influence how well that works. Consider PROACTION’s Inventory Accuracy Seminar. Use APICS materials.
• An ongoing assessment and diagnostic program, such as cycle counting. Such programs may be administered in any one of several organizations within the company, as long as the manager in charge is sensitive to the needs of inventory accuracy and earnestly dedicates the needed effort to the program. That being said, we believe that 3rd party oversight, by an internal or external audit group or an outside consultant, is needed to keep the program on track.
• Effective inventory transaction cut-off control and reconciliation procedures, including accounting for all transaction documents. Don’t dare even THINK about real cycle counting until you get control of this, although it is recommended that you start early with a small control group, to debug the process and begin error diagnostics. Expand to a larger cycle count program only after you know what you’re doing.
• Transaction control system to post transactions and provide inventory status to all departments needing it, preferably via an on-line computer system. Bar code and other automated data collection systems are desirable, if cost-effective, but are no means mandatory to run an accurate system. Visual control systems, such as Kanban, 2-bin, pallet squares, etc, can sometimes reduce or even eliminate the need for most transactions and automated systems, in the proper circumstances.
So, you may be thinking, all of this is fairly straightforward-- why isn’t everyone doing something like this successfully? It’s actually much harder than it looks—why:
• Attitude: Not everyone agrees that inventory accuracy is important. I say: Are you satisfied with the alternative? It requires a high degree of consensus on the approach, responsibilities and “ownership.” In extreme cases, company executive leadership may need to step in to help change the culture and oversee required changes.
• Discipline is needed, day after
Cold Calls That Work While You're Sleeping
Cold calling is still prevalent today but what you don’t know is that you don’t have to keep doing it. How can this be you ask? Well, by cold calling you’re really doing the advertising yourself by contacting one person at a time and trying to convert them to a lead. But why would you do that when you could get something or someone else to do it for you…even while you’re sleeping?What I’m talking about is leverage. Before we get into that let me ask you a question: Would you rather do the same task hundreds of times, or, would you rather do something once and then have it go to work for you? I think all of us would choose the later method.Leverage is the process of doing something once and then letting your results do all the work for you. For example instead of making 200 cold calls a day I could write two direct mail ads and send them to thousands of people. That is leverage. Not only is writing the ads easier to do, it’s far more effective in reaching a larger audience. Now I know what you’re thinking, “I’d rather call someone instead of mail them something because they are more likely to listen.” Well that may
t criteria (metrics) - including item/part number identification, quantity and unit of measure, location and posting timeliness. Some companies also measure other related data, such as customer/contract number, configuration/revision letter, lot, serial number, grade and expiration date. I have visited companies claiming to have 95, 98 or 99+% record accuracy that quickly shrinks to mid-double digits when we apply our uncompromising criteria objectively. Sometimes companies have invalid criteria, sometimes they deceive themselves, sometimes their employees deceive them, sometimes unconsciously or unwittingly.
Cold calling is still prevalent today but what you don’t know is that you don’t have to keep doing it. How can this be you ask? Well, by cold calling you’re really doing the advertising yourself by contacting one person at a time and trying to convert them to a lead. But why would you do that when you could get something or someone else to do it for you…even while you’re sleeping?What I’m talking about is leverage. Before we get into that let me ask you a question: Would you rather do the same task hundreds of times, or, would you rather do something once and then have it go to work for you? I think all of us would choose the later method.Leverage is the process of doing something once and then letting your results do all the work for you. For example instead of making 200 cold calls a day I could write two direct mail ads and send them to thousands of people. That is leverage. Not only is writing the ads easier to do, it’s far more effective in reaching a larger audience. Now I know what you’re thinking, “I’d rather call someone instead of mail them something because they are more likely to listen.” Well that may
• A clearly defined material and document flow, with control and tracking points identified. These should be clearly marked out in the shop and employees should be thoroughly indoctrinated. A simple flow chart of the desired system is an excellent educational tool. It should include material, document and transaction routing, “drop points,” flow times, logging, batch controls, reports and auditing.
• Adequate facilities, space, storage and material handling systems and other equipment. Good housekeeping practices are a must. It might be necessary to physically secure the inventory with fences, gates and locks, if floor discipline cannot be achieved otherwise. Make sure that there is a place for everything- materials, equipment, documents, and of course, people. Use signs and markings to make these obvious.
• Effective policies and procedures for material handling, storage, identification, packaging, labeling, data collection, counting and transactions. Use good forms and tools to structure work properly.
• A training/certification/assessment program for all people who handle or track inventory, or who are in a position to influence how well that works. Consider PROACTION’s Inventory Accuracy Seminar. Use APICS materials.
• An ongoing assessment and diagnostic program, such as cycle counting. Such programs may be administered in any one of several organizations within the company, as long as the manager in charge is sensitive to the needs of inventory accuracy and earnestly dedicates the needed effort to the program. That being said, we believe that 3rd party oversight, by an internal or external audit group or an outside consultant, is needed to keep the program on track.
• Effective inventory transaction cut-off control and reconciliation procedures, including accounting for all transaction documents. Don’t dare even THINK about real cycle counting until you get control of this, although it is recommended that you start early with a small control group, to debug the process and begin error diagnostics. Expand to a larger cycle count program only after you know what you’re doing.
• Transaction control system to post transactions and provide inventory status to all departments needing it, preferably via an on-line computer system. Bar code and other automated data collection systems are desirable, if cost-effective, but are no means mandatory to run an accurate system. Visual control systems, such as Kanban, 2-bin, pallet squares, etc, can sometimes reduce or even eliminate the need for most transactions and automated systems, in the proper circumstances.
So, you may be thinking, all of this is fairly straightforward-- why isn’t everyone doing something like this successfully? It’s actually much harder than it looks—why:
• Attitude: Not everyone agrees that inventory accuracy is important. I say: Are you satisfied with the alternative? It requires a high degree of consensus on the approach, responsibilities and “ownership.” In extreme cases, company executive leadership may need to step in to help change the culture and oversee required changes.
• Discipline is needed, day afte
Flexible Project Management
From the point of view of an outside observer it would appear that every project is doomed to be late, over budget or both. For large public construction projects in the UK such as the Millennium Dome, Wembley Stadium and more recently the London Underground refit, this would truly appear to be the case.Even on a smaller scale many product development projects tend be misguided in what they will achieve within the planned time frame. There are normally a number of stock excuses for such a failing. These can range from “There was an unexpected change made by the customer”, “We underestimated the amount of time required” or even “We didn’t understand the risks involved”.In the arena of customer / supplier projects there seems to be an increasing trend to win the project and then worry about how to deliver within the cost, timing and quality later. This normally results in compromised delivery for the customer or sometimes financial losses to the supplier.In a study by TBC (Tylee-Birdsall & Co) it was determined using the value mapping procedure that most technical design projects could theoretically be completed in half the t
ow times, logging, batch controls, reports and auditing.
From the point of view of an outside observer it would appear that every project is doomed to be late, over budget or both. For large public construction projects in the UK such as the Millennium Dome, Wembley Stadium and more recently the London Underground refit, this would truly appear to be the case.Even on a smaller scale many product development projects tend be misguided in what they will achieve within the planned time frame. There are normally a number of stock excuses for such a failing. These can range from “There was an unexpected change made by the customer”, “We underestimated the amount of time required” or even “We didn’t understand the risks involved”.In the arena of customer / supplier projects there seems to be an increasing trend to win the project and then worry about how to deliver within the cost, timing and quality later. This normally results in compromised delivery for the customer or sometimes financial losses to the supplier.In a study by TBC (Tylee-Birdsall & Co) it was determined using the value mapping procedure that most technical design projects could theoretically be completed in half the t
• Adequate facilities, space, storage and material handling systems and other equipment. Good housekeeping practices are a must. It might be necessary to physically secure the inventory with fences, gates and locks, if floor discipline cannot be achieved otherwise. Make sure that there is a place for everything- materials, equipment, documents, and of course, people. Use signs and markings to make these obvious.
• Effective policies and procedures for material handling, storage, identification, packaging, labeling, data collection, counting and transactions. Use good forms and tools to structure work properly.
• A training/certification/assessment program for all people who handle or track inventory, or who are in a position to influence how well that works. Consider PROACTION’s Inventory Accuracy Seminar. Use APICS materials.
• An ongoing assessment and diagnostic program, such as cycle counting. Such programs may be administered in any one of several organizations within the company, as long as the manager in charge is sensitive to the needs of inventory accuracy and earnestly dedicates the needed effort to the program. That being said, we believe that 3rd party oversight, by an internal or external audit group or an outside consultant, is needed to keep the program on track.
• Effective inventory transaction cut-off control and reconciliation procedures, including accounting for all transaction documents. Don’t dare even THINK about real cycle counting until you get control of this, although it is recommended that you start early with a small control group, to debug the process and begin error diagnostics. Expand to a larger cycle count program only after you know what you’re doing.
• Transaction control system to post transactions and provide inventory status to all departments needing it, preferably via an on-line computer system. Bar code and other automated data collection systems are desirable, if cost-effective, but are no means mandatory to run an accurate system. Visual control systems, such as Kanban, 2-bin, pallet squares, etc, can sometimes reduce or even eliminate the need for most transactions and automated systems, in the proper circumstances.
So, you may be thinking, all of this is fairly straightforward-- why isn’t everyone doing something like this successfully? It’s actually much harder than it looks—why:
• Attitude: Not everyone agrees that inventory accuracy is important. I say: Are you satisfied with the alternative? It requires a high degree of consensus on the approach, responsibilities and “ownership.” In extreme cases, company executive leadership may need to step in to help change the culture and oversee required changes.
• Discipline is needed, day afte
How To Be That Guy
I am That Guy.And I didn’t even mean for it to happen. It just did.It all started five years ago when I had a crazy idea to start wearing a nametag to make people friendlier. The only catch was, I planned to wear it all day. Everyday. For the rest of my life.I know.But it worked. It worked really well. And aside from the obvious jokes about my memory problems, the occasional (by which I mean constant) stares from strangers, and the initial feelings of embarrassment, it was beautiful! People acted friendlier. Approachability was in the air. And strangers said hello who otherwise would have stared at the pavement!Then, after about 6 months, something happened. People didn’t just call me Scott anymore. They called me “Scott, that guy with the nametag.” And that’s when everything changed. That’s when I became That Guy. And just like all the other business people who once discovered that they too, were That Guy, I never looked back.And a result, being That Guy has now become the single most advantageous factor of my business.That Guy is an individual, not an actual “guy.” I ask you to p
ent and diagnostic program, such as cycle counting. Such programs may be administered in any one of several organizations within the company, as long as the manager in charge is sensitive to the needs of inventory accuracy and earnestly dedicates the needed effort to the program. That being said, we believe that 3rd party oversight, by an internal or external audit group or an outside consultant, is needed to keep the program on track.
I am That Guy.And I didn’t even mean for it to happen. It just did.It all started five years ago when I had a crazy idea to start wearing a nametag to make people friendlier. The only catch was, I planned to wear it all day. Everyday. For the rest of my life.I know.But it worked. It worked really well. And aside from the obvious jokes about my memory problems, the occasional (by which I mean constant) stares from strangers, and the initial feelings of embarrassment, it was beautiful! People acted friendlier. Approachability was in the air. And strangers said hello who otherwise would have stared at the pavement!Then, after about 6 months, something happened. People didn’t just call me Scott anymore. They called me “Scott, that guy with the nametag.” And that’s when everything changed. That’s when I became That Guy. And just like all the other business people who once discovered that they too, were That Guy, I never looked back.And a result, being That Guy has now become the single most advantageous factor of my business.That Guy is an individual, not an actual “guy.” I ask you to p
• Effective inventory transaction cut-off control and reconciliation procedures, including accounting for all transaction documents. Don’t dare even THINK about real cycle counting until you get control of this, although it is recommended that you start early with a small control group, to debug the process and begin error diagnostics. Expand to a larger cycle count program only after you know what you’re doing.
• Transaction control system to post transactions and provide inventory status to all departments needing it, preferably via an on-line computer system. Bar code and other automated data collection systems are desirable, if cost-effective, but are no means mandatory to run an accurate system. Visual control systems, such as Kanban, 2-bin, pallet squares, etc, can sometimes reduce or even eliminate the need for most transactions and automated systems, in the proper circumstances.
So, you may be thinking, all of this is fairly straightforward-- why isn’t everyone doing something like this successfully? It’s actually much harder than it looks—why:
• Attitude: Not everyone agrees that inventory accuracy is important. I say: Are you satisfied with the alternative? It requires a high degree of consensus on the approach, responsibilities and “ownership.” In extreme cases, company executive leadership may need to step in to help change the culture and oversee required changes.
• Discipline is needed, day afte
Elements Of A Successful Customer Newsletter: 10-The Printing Options
You can run off a few copies of your newsletter on your computer's printer...or you can ask a professional printer to do it for you. Here are the main options.Do-it-yourself: There's a lot to be said for printing your own newsletter. If you have only a few copies to produce, it's usually cheaper and quicker to do it this way. And if you're going for a more homespun look, printing it yourself is consistent with that image.Remember, however, that printer ink is expensive, so if you are printing more than just a handful of newsletters, it might be cheaper to have it done professionally. And if you are using color, make sure your printer is able to produce high enough quality color print-outs, particularly of images. Many home computer printers cannot print out on paper larger than regular letter size (8.5" x 11" or A4) so you won't be able to use larger paper and then fold it in two to make a letter size newsletter. If you're just producing a one-pager (front and back), then you won't have that problem.The neighborhood copy shop: This option is perfect if you're doing larger runs of black-an
artments needing it, preferably via an on-line computer system. Bar code and other automated data collection systems are desirable, if cost-effective, but are no means mandatory to run an accurate system. Visual control systems, such as Kanban, 2-bin, pallet squares, etc, can sometimes reduce or even eliminate the need for most transactions and automated systems, in the proper circumstances.
You can run off a few copies of your newsletter on your computer's printer...or you can ask a professional printer to do it for you. Here are the main options.Do-it-yourself: There's a lot to be said for printing your own newsletter. If you have only a few copies to produce, it's usually cheaper and quicker to do it this way. And if you're going for a more homespun look, printing it yourself is consistent with that image.Remember, however, that printer ink is expensive, so if you are printing more than just a handful of newsletters, it might be cheaper to have it done professionally. And if you are using color, make sure your printer is able to produce high enough quality color print-outs, particularly of images. Many home computer printers cannot print out on paper larger than regular letter size (8.5" x 11" or A4) so you won't be able to use larger paper and then fold it in two to make a letter size newsletter. If you're just producing a one-pager (front and back), then you won't have that problem.The neighborhood copy shop: This option is perfect if you're doing larger runs of black-an
So, you may be thinking, all of this is fairly straightforward-- why isn’t everyone doing something like this successfully? It’s actually much harder than it looks—why:
• Attitude: Not everyone agrees that inventory accuracy is important. I say: Are you satisfied with the alternative? It requires a high degree of consensus on the approach, responsibilities and “ownership.” In extreme cases, company executive leadership may need to step in to help change the culture and oversee required changes.
• Discipline is needed, day after day, year after year. This is not a one time cleanup job that management can declare victory for and just go home. It requires that someone be at least a part time “Accuracy Czar,” to keep the effort focused and permanently active.
Implementation Ideas
Setting up the system:
• Issue executive directive on need for inventory accuracy and accountability. Formally announce improvement and maintenance program. Establish management authority and accountability for data accuracy/integrity.
• Create transaction and facility flow charts. Train everyone involved.
• Fix and use part numbers (make sure BOM structured properly), locations.
• Write inventory stock keeping and transaction procedures and training materials- train everyone involved.
• Publish a data integrity policy and work these concepts into company procedures and training.
• Review the adequacy of facilities and equipment to store and handle material. Make needed improvements to support the material control approach agreed upon-- Space, racks, shelves, bins, conveyors, fences, gates, fork lifts, ladders, scales, etc.
• Develop performance measures. Publish them regularly, on paper, bulletin boards, hold people accountable, with appropriate rewards an punishments, reflected in performance reviews, compensation, praise, etc. Use tools, such as cycle counting/Statistical Process Control.
• Establish an objective auditing program.
Operational Recommendations
• Use PROACTION recommended data accuracy criteria and cycle counting procedures
• Keep flow charts on nearby walls- refer to them when needed
• Maintain locator controls as practical
• Use appropriate storage media—Racks, shelves, bins, pallets
• Make judicious use of automation where feasible -- conveyors, automated Storage and Retrieval Systems (AS/RS), automated data collection, such as bar coding, automated counting/weighing scales, automatic baggers, pallet wrappers, etc.
• Use standard container sizes, weights, quantities. Mark weights and standard quantities on containers.
• Use authorized sealed cartons- Recounts of these sealed cartons not usually necessary
• Use visual control methods- KanBan squares, clear plastic calibrated containers, etc.
• Post transactions as real time as is practical
• Put most frequently used items in the most accessible place. Store at point of use, if practical and controllable.
• Practice excellent housekeeping.
• Be careful with descriptions, units-of-measure.
• Purge obsolete, discrepant, unneeded material.
• Use good labeling practices.
• Label, track, monitor shelf life items.
• Array material for easier access and counting.
Inventory Tracking Approaches
• Perpetual- computer or manual transactions
• Discrete issues control
• “Backflush” issues control
• “2-bin”, min-max or kanban control, visually driven
• “2-bin”, min-max or kanban control, perpetual inventory driven
• Job lot control
• Out of control (not recommended)
Verification Methods
• Control group (start with this)
• Periodic inventories
• Cycle counting
• Location audits
• Transaction review
WIP Inventory
• Maintain excellent housekeeping
• Report transactions as timely as possible, including scrap, adjustments, exceptions
• Use hook or station numbers on production lines
• Use standard container sizes, weights. Mark weights and standard quantities on containers.
• Have standard bins, racks marked
• Minimize WIP, remove all material not needed for X hours
• Mark quantities on sealed containers
• Assign workers responsibility f
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