At Genius Solutions we know that CTO and ETO manufacturing is complex, and as a production manager you have a lot you need to balance and schedule in order to get a job done and shipped out the door.
There are two big assumptions every manufacturer should avoid when looking at ERPs. Getting them out of the way is the first step in heading towards something that starts to look like the right solution.
Implementing an ERP is disruptive — and it should be. It’s a system capable of improving every aspect of your business, it impacts every single one of your departments, and it can help make your business more profitable. If it was easy, it wouldn’t be very effective.
Most ERP systems, even those designed for the manufacturing industry, leave engineers out of the loop—making these systems less than ideal to handle the demands of the Engineer-to-Order (ETO) manufacturing environment.
Genius Solutions’ Chris Shadbolt was interviewed by IndustrialSage at MODEX 2018 in Atlanta. Watch the video and read the interview below to learn why getting to know our customers is the most important thing to us as a company.
We’re excited to announce today that we are releasing a new brand identity, including a new logo, colors, and fonts. You’ll start to see our new logo and brand everywhere, like on our website, Twitter, and at trade shows — and in time it will be integrated into your Genius ERP.
In custom manufacturing, the only rule is change, and your competitiveness depends on how you handle it. With repeat manufacturing, workflows and requirements are easier to schedule and forecast. But custom manufacturing requires additional fine tuning.
Here are five common ways manufacturers save money after implementing an ERP system.
10 Signs that Your Manufacturer Could Benefit from an ERP System
The perception that a Quebec business will only succeed in Quebec—not in the ROC or US markets—is further off the mark today than it ever has been. Still, many entrepreneurs won’t look beyond the provincial boundary, dissuaded by conventional wisdom and warnings about...
In 2018, we are left with an interesting situation: there is a manufacturing worker shortage. Imagine going back 15 years and telling somebody that in 2018 they would have better job prospects as a welder than as a lawyer.
In the highly competitive realm of custom manufacturing, one severe bottleneck can undermine a manufacturer’s ability to compete.So for your consideration, we submit four places that bottlenecks often occur in an SME custom manufacturing plant.
ERP solutions providers and manufacturers have bottlenecks as a common enemy. Any ERP system worth its salt will help eliminate bottlenecks in production. The first step to remedying bottlenecks is categorization—understanding that there are two distinct types.
On my way home from our company's year-end party, I came across what could be best described as a system failure we all dread—and Lean practices may have caused it.
Custom engineer-to-order (ETO) manufacturers have unique processes throughout their production, making the following 5 items essential in their ERP system.
In Engineer-to-Order (ETO) and Make-to-Order (MTO) manufacturing environments, it can often be confusing whether enterprise resource planning (ERP) software or the project management office should dictate priority.
Working with custom manufacturers on a daily basis, I often notice that systems and processes are combined into one. This can create enormous complexity and unnecessary time loss in projects.
A recent post in OpsPro Essential from Aberdeen Group discussed the fact that complex manufacturers – such as equipment and machinery manufacturers – were severely hurt by the shortage of engineers in the hiring market.
In order to truly get the highest value multiplier for their company, owners need to ensure they follow three detailed stages; operational improvements, detailed evaluation, and the actual sale process. An ERP system can help with the first two.
Spending large portions of my time with engineer-to-order (EtO) and make-to-order (MtO) manufacturers, I have noticed that many companies assume – with reason.
Widely accepted best practices tend to put the purchasing department in the hot seat, making it the target of blame for failures and delays. A lack of priority management often adds stress to this already stressful environment, pressuring teams into "buy it right now" situations.
Though the purchasing department has become a well-defined entity in most mid-sized companies, widely accepted standard processes or "best" practices have hurt the effectiveness of the department.
In many engineer to order (ETO) and manufacture to order (MTO) environments, there appears to be some tug-of-war between data and, in rare cases, information, between the master project schedule and the master production schedule...
With all the buzzwords such as Kaizen, Lean and Six Sigma, it seems manufacturers may have forgotten to listen to the customer and market. Surprisingly, but in full compliance of these dogmas, manufacturers created surplus products that rusted in dealer parking lots.
The NHTSA recently released statistics showing that globally there were 803 vehicle recalls over the last 10 years, involving 63.9 million vehicles. Unfortunately, recalls are becoming the norm rather than the exception.
Our experts know your business and are ready to help you grow.Discover Genius ERP