SmartViews Update v3.2.9.0

A new version of SmartViews has been released. Below is an overview highlighting the changes.

Here is the summary list of the changes:

Feature 363 : Within Pivot’s you can now get a Distinct Count (within Totals area, i.e. Count, Sum menu)

fig.1

 

Feature 364 : Report area – users can now share report layout with others without having to export\import

 

fig.2          fig.3

Defect 257 : Fixed typo in error message

Defect 301 : Corrected issue with new license key not being saved to other machines when sync was performed

Defect 304 : Corrected issue when selecting Access as the data source for a view

Defect 305 : Corrected error when in Pivot and trying to un-select Dynamic Fields –> % of Column

Defect 315 : After saving a new dashboard it was not showing up on the menu list until the user closed and logged back in.

 

 

Welcome Rich Lagoy

Infor Global Solutions has named Richard “Rich” Lagoy as the new Director of Product Management for VISUAL ERP.

Rich has an extensive knowledge of VISUAL ERP, the VISUAL customer base and the manufacturing industry.  He was onboard as one of original founding team members for the VISUAL ERP solution back with Richard “Dick” Lilly and Dave Layne.

Rich began his career in the business software industry in 1985 at ProkitKey International, Dick Lilly’s second company focused on providing a micro-computer based production scheduling solution for Job Shop and Complex manufacturing companies.   During his tenure at ProfitKey, Rich held numerous positions including Manager of Quality Assurance and Director of Professional Services.   In 1992, Rich joined Dick Lilly and Dave Layne with Dick’s third venture, the creation of VISUAL Manufacturing, the next generation complex manufacturing solution within a Client-Server Windows environment.    Rich was charged with quality assurance and product implementations, while establishing the global support infrastructure to support scale and growth where he became the Vice President of Customer Support Services.

Rich has worked closely with product development teams throughout his career, teaming with Frank Maglio, Director of Infor VISUAL ERP Product Development, since 1985 with the ProfitKey product.

After leaving Infor Global Solutions, he accepted a position selling SAP for one year and then transitioned into leading several successful SAP implementations for the next three years.

Rich is excited to rejoin Infor Global Solutions as Director of Product Management for VISUAL ERP.  He looks forward to working closely with Frank Maglio again to bring forth the next generation of the VISUAL product line.  He will be attending local VISUAL User Group meetings to discuss their combined vision for the future of VISUAL ERP and to reconnect with the VISUAL customer base.

Rich possesses a degree in Electronic Engineering Technology and is a Six Sigma Green Belt – IT.

 

Shouldn’t ERP be Fun?

Playing Tiny Defense the other night, what a silly little game, but fun!

You start out with minimal capabilities, and then as you learn and progress, you gain tools to help in both your defense and offensive tactics and overall strategy.  At the same time, the challenges you face increase in their capabilities and potential threat to your success.

As I was slowly learning the ropes, gaining confidence, making progress, and accumulating more experience and knowledge, the thought occurred to me:

Why shouldn’t ERP be this fun?  Shouldn’t your ERP implementation be able to provide you with immediate feedback as to how your company is doing?  If you have a really excellent implementation of an ERP, you might have a Business Intelligence (BI) tool that is showing you some high-level performance metrics like Sales Bookings, Backlog, Quotes % accepted, On-time delivery, various Quality metrics, etc.  But what about the day-to-day operations folks?  The ones actually making it happen for you on a daily basis?  Shouldn’t they be having fun, too?  Shouldn’t they be experiencing the instant gratification of a job well done?  They shipped an order on-time (or early if the customer will accept it), they received quality parts in the right quantity at the right time from our supplier, they found a way to increase the number of units produced with the same quality in the company’s bottleneck, adding $2/min of throughput to our bottom-line.

Assuming you have a culture where that sort of performance is rewarded, maybe even expected, being able to play the game of improving your company’s performance for the benefit of your customers satisfaction and your stakeholders investment, should be – FUN!

Do you have the tools in place to make working at your company fun and rewarding?

VISUAL ERP

SmartViews

VISUAL Quality

Are ERP and LEAN mutually-exclusive?

ERP companies swear by the operational efficiencies that manufacturers attain with the use of software. LEAN purists will say that no software is necessary to deliver performance improvements.

Who’s right?

In the quest to improve the business performance of your company, where do you look for the best answers? We’ve heard the horror stories of multi-milllion dollar mistakes with ERP gone bad. We’ve also heard of LEAN fiascos that taught our people to neaten up the shop floor, and even move some equipment around, but failed to delivery results. But we’ve also seen the case studies of manufacturer’s who’ve grown their companies 5-fold with the use of the right ERP tools. Likewise, the LEAN case studies – with or without software – are often equally if not more dramatic, in terms of the lead time reduction, cost savings through lower WIP, and deliver performance statistics you could take to the bank.

Are ERP and LEAN mutually-exclusive?

Find out the answer!

Ward Leonard holds first Visual ERP Seminar

On June 14, Ward Leonard Connecticut, LLC, held its first Visual ERP Suite Seminar, entitled “Showcasing Achievements, Leveraging the Visual ERP (Enterprise Resource Planning) Suite.”

Teaming-up with Synergy Resources, a professional consulting services firm which has helped Ward Leonard with employee procedures and training for the Visual ERP software, Ward Leonard demonstrated the uses, benefits, and successful results during the last three years.

Attended by 27 people from 12 companies, the seminar presented an educational and enlightening approach toward technically streamlining business growth and efficiency with the Visual ERP software tools.

“Leveraging means updating and getting the latest tools and technically getting our (company) needs met, to revise and improve the basic operations and various employee responsibilities of the company. This allowed us to grow without increasing the amount of support staff,” said Alan Cash, business analyst for Ward Leonard.

Director of Operational Excellence Neil Haggard said that since Ward Leonard has a very complex business, involved with both Navy Department of Defense and the Oil and Gas industries, the Visual ERP system is “flexible off-the-shelf so it allows us to run our business in multiple ways to handle the work more efficiently for each product line.”

Mr. Haggard added that Ward Leonard’s specific needs for the Visual ERP system were to manage and improve the operational business needs of the company by utilizing Visual for quoting, material, scheduling, financials, quality, time and attendance, forecasting and ECNs.

“It’s a truly integrated system from the quote to production and quality performance results. We’ve been aligning our processes and tools so that everyone’s integrated and using the same system at the same time, allowing for more efficient, consistent productivity and results,” said Mr. Haggard.

Yoram Shahar, vice president of operations for Ward Leonard, looks at things not only from a business perspective, but from the “lean philosophy” approach. Lean is the practice and philosophy that targets reduction of wasteful resources and creates value for the end customer.

With a lean manufacturing and production focus, combined with the integration of the Visual ERP Software, the two processes complement each other resulting in added value and efficiency for businesses such as Ward Leonard.

“Through Synergy and Infor (Enterprise Software Solutions and Applications), the Visual ERP Suite Seminar allows us to network with other  manufacturing businesses and technical industries, associates and individuals who can both help us to develop and improve the way we do things in the day-to-day operations of our company and help attendees get some ideas of how they could use the tools to help their business,” said Mr. Shahar.

Joining the marketplace with competition such as G.E., through the Visual ERP system, optimizing their lead times, customization and streamlining how they do things, Ward Leonard has nearly doubled the size of the business in three years, according to Shahar.

Mr. Shahar added that there was a waiting list of businesses and individuals wanting to attend the seminar and (Ward Leonard) plans to have more seminars in the future.


About Ward Leonard CT LLC
Ward Leonard CT LLC provides highly engineered motors, controls and integrated solutions customized to solve difficult challenges for our customers in the Military, Energy and Heavy Industry worldwide. For more than 120 years, our products have harnessed power for complex, technical and mission-critical infrastructure applications in harsh environments. We are dedicated to total customer support and satisfaction, and to delivering benchmark performance, productivity and durability to our customers. To learn more about our products and services, or to speak with a Ward Leonard engineer, visit http://www.wardleonard.com

Why Everything You Know About ERP is Wrong

ERP has been the backbone of manufacturing IT for so long that it has taken on its own myths. The trouble is that these myths are now ‘accepted wisdom’, despite being anything but acceptable or wise. Destruction of these misconceptions is long overdue.

Misconception 1: ERP is costly
“For manufacturers with multiple sites, subsidiary companies, international facilities and specialized production processes, connecting systems into an ERP framework soon builds to the point where rip and replace seems the easier option. For those looking to invest first time around, the costs of an ERP expert to analyse and align business processes to match the ERP system and train employees is prohibitive.”

This is simply not true. The technology to connect disparate systems and deliver the information in a clear, meaningful manner is already available. It does not matter if these are cloud, hybrid or on premise so the lower upfront investment options of cloud computing are there for manufacturers looking to expand or invest for the first time. Expensive ERP expertise is a thing of the past. Dashboards and analytics based on familiar, industry standard platforms have replaced complex proprietary options.

Misconception 2: ERP is complex and always results in projects running over time
Manufacturing is a complex industry. Research shows this will only increase. Analyzing business processes and developing software to automate them should eliminate complexity but when it doesn’t, we have to throw time and resource at the project and use brute force to crack the nut.

Now we know better. Firstly complexity is no bad thing – it is a mirror of the business. It enables operational precision and commercial opportunity. But complexity can inhibit innovation so focus on making processes tight and lean before they are automated. As a result, an ERP implementation delivers value earlier and is completed quicker.

Misconception 3: ERP implementations are invasive and disruptive
Connecting the mass of data and information to deliver a working ERP system is a huge task. It is dwarfed only by the ongoing use of ERP that demands software upgrades, training, security patches and a lot more besides. This is a huge drain on the resources of the company.

Wrong again. Intelligent deployment delivers consistent, meaningful information to the end user regardless of the deployment method, so a business can be up and running with ERP in days. A modular, event driven approach means manufacturers can get the capabilities needed in the order they want without disrupting other areas of the business.

Misconception 4: ERP vendors are inflexible and notorious for their lack of support
Some software vendors can disregard the pains of manufacturers, ignoring the realities of budget and IT resource limitations as well. Believing that the software is always right, business processes have to be changed and people retrained.

Well I cannot speak for others but not at Infor. We spend thousands every year researching the issues and challenges facing manufacturers. We spend millions developing solutions to help solve these problems and we are in this for the long haul. That goes for both the software and services.

So why have these myths never been slain before? There are many possible reasons but I believe it is because manufacturing has rarely dared to think differently. Thankfully, this is now changing. Operational directors are not just accepting what the software industry tells them they can have.

Savvy manufacturing leaders now start with an outcome – for example a 20% cost decrease – and ask software vendors what they can do to make it happen. Thinking differently, daring to push manufacturing technology beyond current limits should be encouraged. Destroying myths and accepted wisdom will be a hallmark of those manufacturers set to succeed.

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