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area. Reports include: • Parts poured. • On-time delivery score. • Pending open orders. • Parts in fi nish goods. • Parts currently at outsourcing. • New orders received. • Projected sales per customer. • Scrap rate.


POK’s Investment POK has operated its ERP software for more than two


years now. After 30 months, the average cost per month was $4,125. Although licenses only account for $1,150 per month, onsite training accounts for the highest percentage of investment. POK has held 15 onsite training sessions (four in 2012, fi ve in 2013, four in 2014, and two so far in 2015). As POK continues to evolve, so should the ERP system. POK hopes to continue with quarterly visits from the ERP software provider. Calculating ROI can be tricky because many benefi ts of


an ERP system are intangible. By monitoring scrap rates, POK can pinpoint specifi c problems to address and solve. By reducing the level of inventory, POK has reduced its mate- rial costs through better procurement and planning. Properly calculating the cost reduction is time consuming and diffi cult, but the company has concluded the benefi ts of utilizing the ERP program surpasses the monthly cost.


Ongoing Improvements Initially, POK concentrated on training the shop fl oor


workers directly, believing that supervisors were already inun- dated with a large amount of work. However, the supervisors are the leaders of their areas and would have been better served to be part of the earlier training. POK is now work- ing on training them and providing them useful reports from the system. With their enthusiasm, the ERP program has received a boost of input of information. T e plant currently is fi nishing creating quality plans for all products, just as it did in the manufacturing cell pilot run. POK also is analyzing bottlenecks and has been able to


track effi ciency in the production lines. T e plant is redesign- ing its pattern warehouse to ensure important information and location of each pattern are recorded into the ERP program. T is will help reduce time for “pattern seeking,” while also enabling the plant to keep track of pattern usage and plan pattern quality inspection and repair. POK also is implementing a costing module. Since the


company now has enough data to analyze, it is discovering its manufacturing costs. In the near future, the plant would like to spread the shop


fl oor data collection pilot run to all areas, most likely begin- ning with the CNC shop. POK also will begin quoting and estimating through the ERP program. Further, it will link the system to its CMM machine so dimensional results won’t have to be manually input. Finally, POK will link its account- ing system to the ERP system. 


•铸件浇注。 •按时交货记录。 •待定未结订单。 •成品零件。 •当前外包零件。 •接到的新订单。 •每个客户的预计销售。 •废品率。


POK公司的投入


POK公司已经运行ERP软件两年多。按30个月计算, 每月的平均费用是4,125美元。虽然许可使用费用每月 只有约1,150美元,但是现场培训费用投入占比非常 高。 POK公司已举办了15次现场培训课程(2012年4 次,2013年5次,2014年4次,2015年目前为止2次) 。随着POK公司使用ERP系统的不断发展, POK公司希 望继续从ERP软件供应商处得到季度性访问。 计算投资回报率可能会非常棘手,因为ERP系统的很 多好处是无形的。通过监测废品率,POK公司可确定具 体的问题如何处理和解决。通过降低库存水平,POK公 司可以更好地规划采购和降低材料成本。准确计算成本 的下降耗时而且困难,但公司已经得出结论,使用ERP 系统带来的好处超过每月的支出。


不断改进


最初,POK公司直接集中培训车间的工人,管理者已 经无法胜任大量的工作。但是,管理者都是各自领域的 领导者,早期的培训是得到更好的服务的一部分。POK 公司正在把陪训和为他们提供系统生成的相关的报告 结合起来。工人们有积极性,ERP项目的信息输入水平 才能提升。该工厂目前正在完成对所有产品建立质量计 划,就像它在制造单元试运行的一样。


POK公司正在分析瓶颈,并已能够追踪生产线上的效 率。该工厂正在重新设计其模具仓库,以确保重要信息 和每个模具的位置被记录在ERP系统中。这将有助于减 少“寻找模具”的时间,同时也有利于该厂跟踪模具的 使用,规划模具的质量检查和维修。


POK公司正在实施成本控制模块。由于公司目前拥有 足够的数据来分析,可以摸清制造成本。 在不久的将来,工厂想把车间数据采集试运行扩展到 各个领域,最有可能从数控车间开始。 POK公司也将 开始使用ERP系统评估和报价。此外,将会把三坐标测 量机连接入系统,这将不必手动输入尺寸的测量结果。 最终,POK公司将会把其会计系统连接到ERP系统。


44 | FOUNDRY-PLANET.COM | MODERN CASTING | CHINA FOUNDRY ASSOCIATION December 2015


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