ent processes, means direct labor costs are also maximized. Through the use of time-clock devices such as graphical user interfaces (GUI’s) to account for time spent “on the clock” and nonproductive time spent “off the clock”, time itself is considered a valuable resource of the enterprise, and wasted in-direct labor costs are monitored and reduced. Indeed, direct versus indirect labor costs are significant considerations ofIn today’s manufacturing environment, enterprises must operate their businesses with an eye toward becoming evermore “lean and mean”, as well as taking full control of every aspect of the system. This means bringing greater efficiencies into their job shop or make-to-order manufacturing operation. However, such gains in efficiency are not easy to achieve in long-entrenched production operations, and are often the result of either a complete overhaul of a total manufacturing environment or a more nuanced approach to improvement in specific parts of the process. In either scenario, the manufacturing system is analyzed for nonproductive operations, places where wasteful functions in the manufacturing process can be leaned of their inefficiencies. These nonproductive aspects are the focus of change in the system, and the central point where enterprise resource planning (ERP) meets lean objectives.

For example, lean configurations in an ERP operation realize greater efficiencies in areas such as set-up time, labor costs, and materials handling. In set-up, the problem has always been the time it takes an operator to set-up and break-down job-specific machine tooling rigs. Employees often waste significant (yet valuable) time searching for tools or preparing for multiple nonrepetitive set-ups on a single machine. With lean principles in operation, resource planning means that tools are readily accessible and in place on shadow boards, and when possible jobs with similar set-ups are scheduled together to reduce diverse set-ups (and their attendant break-downs).

The efficiencies gained in the ERP produced reduction in set-ups, and other shop floor time management processes, means direct labor costs are also maximized. Through the use of time-clock devices such as graphical user interfaces (GUI’s) to account for time spent “on the clock” and nonproductive time spent “off the clock”, time itself is considered a valuable resource of the enterprise, and wasted in-direct labor costs are monitored and reduced. Indeed, direct versus indirect labor costs are significant considerations of

complete overhaul of a total manufacturing environment or a more nuanced approach to improvement in specific parts of the process. In either scenario, the manufacturing system is analyzed for nonproductive operations, places where wasteful functions in the manufacturing process can be leaned of their inefficiencies. These nonproductive aspects are the focus of change in the system, and the central point where enterprise resource planning (ERP) meets lean objectives.

For example, lean configurations in an ERP operation realize greater efficiencies in areas such as set-up time, labor costs, and materials handling. In set-up, the problem has always been the time it takes an operator to set-up and break-down job-specific machine tooling rigs. Employees often waste significant (yet valuable) time searching for tools or preparing for multiple nonrepetitive set-ups on a single machine. With lean principles in operation, resource planning means that tools are readily accessible and in place on shadow boards, and when possible jobs with similar set-ups are scheduled together to reduce diverse set-ups (and their attendant break-downs).

The efficiencies gained in the ERP produced reduction in set-ups, and other shop floor time management processes, means direct labor costs are also maximized. Through the use of time-clock devices such as graphical user interfaces (GUI’s) to account for time spent “on the clock” and nonproductive time spent “off the clock”, time itself is considered a valuable resource of the enterprise, and wasted in-direct labor costs are monitored and reduced. Indeed, direct versus indirect labor costs are significant considerations of

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