Services

Business Process Consulting

We bring best practices, manufacturing vertical’s expertise, and knowledge of the Infor CloudSuite Industrial/Syteline ERP to re-engineer your business processes and optimize it to your organization’s needs.

Application Consulting

What modules of the Infor Cloudsuite Industrial are you not using today? Would that module help streamline your process and add value to your organization?  We can provide an initial overview, help you develop your process, train the users and help get this module up and running.

Technical Consulting & Managed Services

We will install, configure and administer your ERP software on premise, on cloud or any other hosted environment. Additionally, we can also manage and monitor your environment so you can focus on running your business. Patches, Service Packs, Upgrades are all things that we can take care of end-to-end.

Application Development

Our consultants will work with you to evaluate your requirements, advise on a customization and design a solution with minimal impact to system functionality. Based on the requirement we can even extend and customize the functionality of any module to minimize the gaps between the standard software functionality and the organization’s needs using Infor CloudSuite Industrial’s robust Mongoose Platform.

Software Integration

We integrate your Infor Cloudsuite Industrial application with other software packages for Web Portals, External CRM applications like Microsoft Dynamics CRM, Sales Force, Engineering PDM, Warehouse Management Systems, Shipping (UPS, FEDEX, LTL), Tax Interface etc.

Data Conversion

We can assist with data conversion – Extract, Transform and load of data from another package to ERP and from ERP to other applications for E Commerce, Reporting, workflows and event handlers etc

Customer Story

One of our manufacturing client acquired a manufacturer, operating with several small sites across the US, running on Fourth Shift. The acquisition demanded the data transfer from Fourth Shift to Syteline. A data conversion plan was developed and executed using SSIS (SQL Server Integration Services) for ETL jobs.

  1. An exercise was conducted to validate part numbers for homogenization.
  2. Routing data did not exist and were programmatically created based on rules developed by the operations team.
  3. All Bills of material (BOM) were migrated over with respective supporting data.
  4. Customer and Vendor master data were scrubbed and only active customers and vendors were imported.
  5. All Purchase Orders (PO) were closed in Fourth Shift and new POs were created in Syteline.
  6. Historical Sales Orders were migrated from Fourth Shift to Syteline.
  7. All transactional data (Customer Orders, Purchase Orders & Inventory) were converted at the change over time after preliminary testing and validation.
  8. Production work orders were manually created prior to change over time and the paperwork was pre-printed and staged to commence production the day of the changeover.

Customer Story

Data entry is often a big part of the Operation Cost. We identified that the engineering team of one of our manufacturing client was spending nearly 15% of their time in manually entering Routings and Bill of Materials (BOM) data into the ERP system. We proposed & implemented an integration to get the data from SolidWorks Enterprise Product Data Management (EPDM) system into Syteline via scheduled jobs that parse XML files from EPDM.

Customer Story

A client was interested in creating a robust cycle counting process that would over a period of time eliminate the need for a year-end shut down to do a complete physical inventory.  They also wanted the process to be Generally Accepted Accounting Principles (GAAP) compliant with an accuracy history.

A dashboard was developed to track the items to be counted by ABC classification. Ex: A items to be counted once every quarter, B items to be counted twice a year and C items were to be counted once a year. The dashboard described how many items need to be counted each day to meet such objectives. And a generation screen was developed so users can count more or less based on personnel availability.

Additionally, a count history was maintained as a report to show the accuracy by location and item.  This data was stored and can be presented to auditors when requested to ensure compliance with GAAP.

Once the count accuracy was above a certain percentage continuously for 2 years, the yearly shutdown for physical inventory could be eliminated, saving about 40-50 man-days of work for the organization.

Customer Story

For one of our manufacturing client who is live on a hosted cloud, we completely manage the erp installation, configuration changes, licensing, installing/testing any patches, the periodic refreshing of DEV from production and any minor customization that is needed. On the other hand, the hosted cloud infrastructure is managed by a third party Service Provider.

Customer Story

We were leading a Quality Assurance implementation using the Quality Control System (QCS). It quickly became evident that scrap tracking was a big pain point. Below mentioned were the major challenges,

  1. When an operator finds a non-conforming purchased part what should he do?  What transaction should be recorded in the system?
  2. How will the vendor know that the product supplied by him was not in conformance?
  3. How to differentiate product that was supplied?

Working with the operations team and the quality team we came up with a process so the operator would just tag everything that was scrapped. Scrap will be tagged as mentioned below,

Vendor Defect – The item was non-conforming to spec.

In Process Damage – Damage at operation due to poor setup, process failure etc.

Process Defect – In house process failure.

Additionally, we created a process where the items were further segregated by value of scrap and when the value exceeded a certain amount they were moved to a scrap location. Material Rejection Reviews (MRR) were created for the high-value scrap and vendors were notified.

Over a period of time this process brought better visibility to scrap and an effective way of communicating about non-conforming products with vendors, thereby improving product quality and reducing costs.

Customer Story

Often regulations play a role in the business process and may even increase operational complexity.

A manufacturer with multiple plants across 2 countries had the need to transfer ownership of the product to the Corporate location before it was shipped to their customers. After studying the current process, reviewing it with the operations managers at the different plants, and analyzing the impact on the shipping and receiving personnel, the model mentioned below was proposed & implemented,

  • All Customer Orders should have a ship site as the Corporate location.
  • The supply site was maintained at each finished SKU and the transfer order was created from the supply site to the ship site after the order was placed.
  • At the supply site, once the product was produced, a book transfer was executed to move the product to the ship site. This product was now considered part of corporate inventory upon receipt, even though it was physically at the supply site.
  • The shipping department can now fulfil the customer order out of the ship site. In this process all the accounting functions are handled at the Corporate location. 

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