These order processing procedures were designed for training and process improvement.

1. 1
The purpose of this Standard Operating Procedure is to document the steps required to
process a new order, schedule Pulling, Packing and Shipping by Order Processing as well as
Process Service Items on a new order.
Main Steps
1. Order Processing and Scheduling
2. QA Order Processing and Scheduling
3. Process Service Order
4. QA Process Service Order
Section I - ORDER PROCESSING AND SCHEDULING
A. Pre-Processing
1) Order comes in from Designer or Sales Manager (if the designer did not participate in selection of
items) to Processing/Scheduling Department with following standard folder:
a. Order with Contract ID
b. Order processing page
c. Proof of Payment (Cybersource payment confirmation with authorization id if credit
card, if check or cash, Annie and/or Sean’s signature are required)
d. Pull Document
f. Service Document
g. Packaging Document
h. Tracking Info
2) Running board should be checked daily in AM for the new orders for the previous day. If the
folder does not exist for the new order on the running board, Processor sends an email to all
designers to find out whose order it is. If it is a designer order and no folder with appropriate
documents are provided to the Processor, Designer has to notify the Processor as to the reason
for incomplete/absent folder.
3) Order paperwork is processed/modified/corrected and scheduled and the products on hand are in
sold status, unless out of stock or modifications are needed.

2. 2
A. Types of orders
1) True Stock- Fastest ETA possible or when customer requests it
2) True Stock/Service – 2/4 ETA rule applies; delay notification and reason are provided
by Service to Cesar within 24 hours via email, also to customer service who communicates
the delay to the customer; based on that communication a decision is made how to proceed
with order; communicates with scheduling via email of resolution; ETAs are adjusted in
MOP. Cesar schedules service according to modification, color changes,
3) True Stock/Production/Service -2/4 ETA rule applies; delay notification and reason are
provided by Service to Cesar within 24 hours via email, also to customer service employee
who communicates the delay to the customer; based on that conversation a decision is
made how to proceed with order; communication with scheduling via email of resolution,
ETAs are adjusted in MOP
4) Items 2,3 4 may have out of stock items that will be shipped in either by container or via
Airmail. If shipped by ship container, the inventory will take up to four weeks to reach the
port of Miami and then take another two days for customs, unloading, and delivery
B. New Order Processing
1) Check all documents required for the folder. If any document is missing from the folder, contact
the designer.
2) Check to make sure that the check list is filled out appropriately: Customer Name, Date,
Projected start date, Style, Color, Special instructions, Notes (*verify with designer on validity of
special instructions and any documentation/email of changes/special requests*)
3) Open order in the MOP
a. Open Order Management, enter the order number, tab to Search, Enter
b. Order will open on the running board, click the order number link on the left side of the
bar (Fig. 1)
c. Click on Order ID
d. Check the order notes, style and the relationships of the items, make sure they are
e. correct.
4) Check Customer Preferred Shipping Date
5) Check that relationships are correct in out of stock parts column - those parts may not have
been linked in relationships correctly.(Fig.2)
6) Go back to the running board page with the same order, click on “Order Status” link on the right
side of the page below “Process Order” link
7). Order status page will appear (see example below)

3. 3
Fig 1. Figure above shows Contract ID, Customer Name, Order Date, Expected Receiving Date, Expected Pulling Date, Actual Pulling Date,
Estimated Pulling Time, Actual Pulling Time, Estimated Pulling Date, Actual Pulling Date, Estimated Service time, Estimated Packing Date,
Estimated Packing Time, Estimated Shipping Date, Actions (Process Order/Status Manager).

4. 4
Fig 2.
8) IN STOCK ITEMS
a. Check status and notes, and change the status of “Available” items to “Sold”
i. Items needing service will have * next to the item name.
ii. 1st Click on check box next to the status of the items that need to be sold.
iii. 2nd Go to the bottom of the page, select status from drop down
iii. 3rd, Click Update Selected
iiii.4th, Click Update All Changes (see Fig.3)

5. 5
Fig.3
9). Follow same procedure when changing status on any other item except when modifying an
item.
10) Modifying Items (see Fig. 4)
A. Select an Out of Stock item to modify
B. Go to Order Management
C. Go to Modify Part
1. Select types: Box, Door and Draw Front, Accessory with color, Accessory with no
color
2. Select a new part
3. Select modified part
4.Select quantity (if a modifying part is larger/longer than modified part, enter quantity
of 1)
6. Enter your password
D. Keep the item pricing in mind when modifying parts.

6. 6
Fig. 4 Modification page
Fig. This shows In Stock items that were converted from Available to Sold Status

7. 7
1. OUT OF STOCK ITEMS (except container) must be distributed by department, i.e. select
vendor. (Fig 5)
A. Vendor Choices:
1). Local Vendor (accessories, knobs, pulls, BTPO, Custom Crown Molding,
aluminum items)
2) AirMail (scheduled by International Logistics). SELECT THAT VENDOR
ONLY IF THE ORDER IS EMERGENCY, IF THE NUMBER OF PARTS IS
ONLY A FEW AND NO MODIFICATION IS POSSIBLE.
3) Container (container is scheduled by Charlie)
Dates, container number
Enter the part quantities and order id on the WarehouseLogCurrent
Spreadsheet Instructions, located in the following location on the network:
DATASERVERSharedwarehouse (Fig. 7)
4) Mei Production
Modern styles: Gloss, Wood Veneer and Texture
Fig 5. Out of Stock table with some of the items on Container 82 and some items that need to be assigned to
vendors.
B. Vendor selection procedure
1) Select Vendor for all unassigned
2) Go to the bottom of the table and click “Submit” button (see Fig. 6) below for
instructions)

8. 8
Fig. 6
Fig.7

9. 9
Fig 8. This demonstrates Out of Stock parts on Container 82 and Production parts that were previously in Out of
Stock table were assigned Mei Production parts and therefore moved to Mei Production table.
NOTE*****Out of Stock Transitional and Traditional Doors and Drawers not on container –
check availability in inventory on hand before assigning to AirMail. (Fig.8)
5) Out of stock parts not on container can be modified as follows:
a. Any transitional or traditional style can be stripped and painted white (C6-
old white; C6B – New white).
b. Parts can be sprayed from lightest to darkest. i.e. honey, toffee, wenge to
chocolate. Java, Merlot to Chocolate needs stripping.
c. Parts can be cut down to smaller/shorter items if those are not available.
6) To check inventory for parts:
a. Click on Inventory Management
b. Go to Inventory On Hand link (See Fig. 9)
c. Sold and available can be selected.
d. Other selections are available in drop down menus to narrow the search.
e. Click Run
f. Inventory table will appear (see Fig 10.)
g. All columns can be sorted and items can be searched by part
name/acronym by pressing CTRL-F and entering the name in the Find
field.

10. 10
Fig. 9
`
Fig. 10

11. 11
PULLING, PACKING AND SHIPPING -SCHEDULING
1. Once items are distributed by department, pulling, packing and shipping scheduling can be
performed.
A. Go to Process Manager for the order just distributed
B. Check the number of minutes that are needed for pulling that order (see Fig
C. Go to Warehouse Future Daily Processing Board located on the Running Board (see Fig)
D. Total pulling time per order is 660 minutes. Look at the next available date for the Estimated
Pulling Time allows enough balance to fit the order (look at Date and Est. Pulling Time columns)
E. Follow the 2/4 ETA rule (two weeks internal ETA/four week customer ETA) for orders that are
not waiting for container. If the order is waiting for container, check the ETA of arrival for that
container with International logistics. Add a week to that ETA and schedule the estimated internal
pulling ETA for that date. A rule of thumb is five weeks ETA for container to arrive and complete
processing items (customs, delivery, unloading, updating inventory, QA)
F. Enter the pulling date on the order:
1) Recommended Back Order Shipping Date
2) Recommended In Stock Shipping Date
3) Hit Submit Button (see Fig. 11,12)
G. Go to Process Manager
1) Enter the Pulling date
2) Enter Packing date
3) Go to bottom of page, hit “Submit” button.

12. 12
Fig.11
Fig 12
Fig. 13

13. 13
Fig. 14
A. For TS, TS/Service, TS/Processing, TS/Service/Processing orders
1. Check the number of minutes for the order on the Process order link. Use 80% of that time for
Pulling and 70% for Packing.
2. Go to Warehouse Future Daily Processing Board and check the next available PULL date with
number of minutes. If the number of minutes of that order and the total of the current minutes for that
day is less or equal to 660 system minutes (standard number of daily system minutes), schedule that
order for that day, otherwise schedule for the next day with available time.
3. Follow the 2/4 rule for scheduling. Enter the date in Estimated Pull Date, Estimated Service
Date and Estimated shipping date on the process order page.
4. For the above orders with Air Service and/or Out of Stock items on Container, estimated
pulling and shipping time will be extended to the date of container arrival plus three days for container
processing, customs, delivery and unloading and processing in warehouse.
5. Order processor notifies all pertinent department heads of the new order processed and
scheduled on the running board via email
6. Customer service get notified automatically of the processed order once the ETA dates are
entered.
A. After the Order Process is complete, Processor will check the Customer Service Board and
following tables:
i. Manage Pending Shipping Date Orders
II. Service Request Board
B. Check Customer Preferred shipping date on both for each order
i. If the scheduled shipping date is later the customer's preferred shipping date,
Customer Service will give customer two options:
a. Partial Shipment
b. Wait for complete order to ship every part of the order together.
C. Pending shipping date ETA is the farthest internal ETA plus 2 weeks.
7. Processed order is QA’d for confirmation of parts, departments, out of stock items.
8. Service Scheduling creates a spreadsheet with each order broken out by department.

14. 14
1/21/2014 PROCESSED Carol Tanguay W150114113028 87 3 13
1/22/2014 PROCESSED Jim Cairns W210114141424 1 3
1/22/2014 PROCESSED
Arcadio
Bertram W210114094318 24 2 5
1/22/2014 PROCESSED
Kevin
Noppinger W210114105223 58 37
1/22/2014 PROCESSED Paul Iwanski W170114142410 50 102
1/22/2014 PROCESSED Juan Merino W280114121544 119 16
1/22/2014 PROCESSED Juan Merino W210114140736 3
PROCESSED
Kathleen
Dowling W201213161113 177 9 29
Fig. 15 Spreadsheet breaking down order by departments and quantities of parts per department
9. Order is ready to be pulled (should be within 24 hours of scheduling receiving the order
A. Print out Order Processing Page and include into folder
B. Folder is to be placed into a Service Bin
10. Scheduling is to be notified within 24 hours of receiving the order; customer service is notified
and contacts customer to discuss delay-communicates with scheduling via email of resolution.
11. Service, Pulling, Packing and Shipping schedules are created weekly on Friday of the prior week
12. Mei Production creates its own schedule; Local vendor department creates its own schedule
13. Time Frames:
A. Warehouse internal ETA is 1 week
B Service ETA is 6 week
C. Production ETA is 5 weeks
D. Local Vendor is 3 week.
14. When Service, Warehouse, Pulling, Packing, Shipping departments complete an order, the QA
person in charge will bring the department's documents to Processor to update the status and Actual
Completion dates in MOP.
SECTION II - SERVICE ITEMS PROCESSING (Fig. 16)
1. Once the order has been processed and QA’d, items needing Service have to be processed
2. Go to order’s contract id link
3. Check color and style
4. Go to Status Manager link
5. Count all items that need parts including modified orders
6. Write down all items that need service and their quantities
7. Go to Process order link
DATE
PROCESSED STATUS Order ID
TRU
E
STO
CK
Service
Items
Production
Items
Local
Vendor
Items

15. 15
8. On the bottom, go to Manage/Calculate Service Time
9. On the Service Category, select the necessary service
10.Service includes customizations, modifications, stripping, spraying and staining, routing
doors for glass and repairs.
11.In the Total # of tasks, enter the quantity of items to receive a particular service
12.Enter very specific comments using standard and consistent verbiage
13.Move on to the next set of items to be service by clicking Add More Service link below
Estimated Service Time.
14.Repeat steps 8-12
15.Time per person and estimated service time get added up by the MOP
16.Once all service items are complete, hit “Submit” button
17.The service items are entered on a weekly Service schedule
Fig. 16
I. SERVICE WORK FLOW
A. Service order is pulled
1. Pull order
a. The following documents are required at pulling/allocating stage:
b. Order processing page with Contract ID
c. Puller Quality Inspection Form, Contract Parts Sold Report
B. Check Service Requirements in the Processing form and notes on it.
1.. The following documents are required at Service Stage
a. Contract Service Parts report and/ or Service form.

16. 16
C. QA order
1. Pulled orders are placed in “Allocated” status by QA
2. Parts slated for Service are moved to Service department
a. The following documents are required at Moving to Service Stage
1. Contract Service Parts report and/or Service Report
3. QA at the completion of Service
4. If the service passes QA, the status if moved from “Allocated” to Serviced”
a. The following documents are required at Moving to Service Stage
1. Shipping List
5. Serviced components are returned to warehouse to be added
a. The following documents are required at Moving to Service Stage
1. Contract Service Parts report and/ or Service form.
D. Order is ready for Packing
1. The following documents are required at pulling/allocating stage:
a. Packing/Shipping Inspection form
b. Contract Parts Relationship List
c. Customer ID
E. Order is QA’d prior to shipping
F. Once ship docs are created, the order is shipped (Fridays)
1. The following documents are required at pulling/allocating stage:
Bill of Lading
G. QA changes the shipping date to “Shipped”
1. Shipping Manager creates a shipping document with Fedex and TLL
2. Email with tracking number is sent to Customer Service and customer
3. Customer service notifies the customer and verifies whether the email was received
H. If the order is local/picked up, customer is required to inspect and sign packing slip
1. Shipping department updates the order to “Shipped” and the order with signed packing
slip is placed in shipped orders bin.
Status is “Ordered” after the order is processed in MOP. The order is currently pending at
production.
Within 24 hours of receiving the order, production department has to notify scheduling of any delays
and reasons; customer service is notified and the customer is contacted in order to make further
arrangements.

17. 17
Status is “In Process” in MOP – order is acknowledged and ordered
Status is “Shipped” in MOP – products are received and produced.
Production notifies Warehouse on the completion of the order and products are QA’d by warehouse
staff prior to packing.
Basic Order Processing Flowchart