The document provides an assessment and recommendations for implementing a bar code system at ABC Company. It analyzes the company's current processes, identifies areas for improvement, and outlines a phased implementation strategy. Key recommendations include better utilizing their existing manufacturing software, improving business processes, implementing data collection (bar coding), and automating material and information flows to increase efficiency. The assessment found opportunities to reduce manual tasks, track inventory more accurately, and comply with customer requirements.

1. Process Flow Assessment
for Bar code Implementation
Sample
Presented To:
ABC Company
Presented By:

2. Table of Contents
1.0 EXECUTIVE SUMMARY . . . . . . . . . . . . . . . . . . . . . . . 1
2.0 ASSESSMENT REVIEW ...................... 4
3.0 CURRENT STATE OVERVIEW ................. 5
3.1 Standard Process Flow ...................... 5
3.2 Material Flow Summary . . . . . . . . . . . . . . . . . . . . . . 6
3.3 Process Flow Summary ................. 8
4.0 RECOMMENDATIONS . . . . . . . . . . . . . . . . . . . . . . . . 9
4.1 Process Improvements ...................... 9
4.2 Software Recommendations .................. 13
4.3 Hardware Recommendations . . . . . . . . . . . . . . . . . . 15
4.4 Implementation Plan ....................... 17
5.0 RETURN ON INVESTMENT . . . . . . . . . . . . . . . . . . . . 19

3. 1.0 EXECUTIVE SUMMARY
Goals and Objectives
ABC Company desires to implement the use of a bar code methodology that will provide accurate and
timely decision support for multiple functional organizations, data collection and dissemination of
information for each of its facilities, and any future facilities. This implementation must streamline work
processes, include thorough training for all users of the new technology, and improve the accessibility,
timeliness, and accuracy of data. The system must support complete material tracking and also provide
ABC Company with the ability to increase productivity and quality management.
Business Needs
ABC Company desires to implement a bar code system that leverages the current Manufacturing Software,
increases the efficiency of production, reduces duplication of effort, better monitors activities, and
enhances customer service. To achieve these goals, a more technologically-advanced, flexible system must
be implemented which will provide for the following:
• Provide real time visibility across the enterprise to production and distribution activities
• Reduce labor cost for production and administrative functions
• Automate inventory management
• Track revision levels and lot control of component parts
• Comply with customer requirements for out-bound shipping
• Automate order fulfillment process increasing product turns, customer service and shipping
accuracy
• Provide managerial reporting and costing information for all distribution activity
ABC Company SAMPLE
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4. Assessment Overview
Over the last 4 weeks, Dynamic Systems has been interviewing ABC Company personnel and reviewing
your internal production processes and systems. These interviews included people from cross-functional
departments like manufacturing, accounting, purchasing and information technology.
During our interviews, there were two main areas that require immediate attention. The first area is the
utilization of your Manufacturing Software application. There is a great deal of capability in this application
that is not being utilized today. ABC Company personnel are performing a significant amount of
unnecessary manual tasks. Many of these tasks can be automated by properly using your existing
Manufacturing application. The second area that needs to be addressed quickly is the business processes.
There is a heavy dependence on human and manual processes and as your business grows these manual
processes will provide significant bottlenecks that will drive your costs higher and slow production.
Recommendation Overview
In this assessment, Dynamic Systems is providing our recommendation of the steps ABC Company should
take to automate certain processes, improve production flows and reduce production costs.
1. Better utilize Manufacturing software platform
2. Process improvements
3. Data Collection (Bar Coding) Recommendations
4. Phased implementation strategy
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5. 2.0 ASSESSMENT REVIEW
Gathering Information
To obtain an understanding of ABC Company business practices and process flows, meetings were
scheduled with representatives from the following functional organizations: Accounting/Finance, IS,
Manufacturing/ Production, Customer Service, Sales/Marketing, QC, Warehouse/Material, and Executive
Management. The interview process also uncovered additional insight into process flow issues that fall
outside the scope of a bar code solution.
Critical Success Factor Summary
Using the definition that critical success factors are key for success in an organization, all Company
representatives were asked to define critical success factors for their area or factors that affect their
function. Accuracy was a prominent theme and viewed as a critical success factor in all areas including
order accuracy, inventory accuracy, transaction accuracy, shipping accuracy, and labeling accuracy.
Additional critical success factors noted were: inventory reduction, COGS reduction, improved production
and labor tracking, minimizing finished goods inventory, lot/component traceability, and improved ability to
support customer compliance issues.
Defining a Bar Code Installation as a Success
ABC Company personnel defined success for a bar code system as follows: Accuracy would be defined and
measured. Every box would have a bar code label. Material flow would be automated, tracked, and
controlled.
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6. 3.0 CURRENT STATE OVERVIEW
3.1 Standard Process Flow Summary
This process flow diagram represents the movement of data and material through ABC Company. It
provides a high level view, noting opportunities for automation and bar code insertion. Since the
installation of a bar code system will have the greatest impact on the Material Flow, that process is
described in detail in Section 3.2.
Customer Sales
Order
Order Entry Scheduling Purchasing
AO AO AO
Receiving Receiving
BCI &AO BCI &AO
Quality Quality
Control Control
BCI &AO BCI &AO
Put Away Put Away
BCI &AO BCI &AO
Out-plant In-plant
Processing Processing
BCI BCI &AO
Production
BCI &AO
Put Away
(Finished Goods)
BCI &AO
BCI – Bar Code Insertion
AO – Automation Opportunity
Shipping
BCI &AO
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7. 3.2 Material Flow Summary
The Material Flow has been expanded below to illustrate how material and data is currently processed.
The current practice for each of the following areas: receiving, quality control, put away, production,
finished goods, and shipping, is also described in this section.
1
Received Goods 1 Received goods initiated
from 3 sources:
(a) purchasing
(b) outplant processing Flow Chart
initiated through Plant 2 Key
PO # entered (c) in-house processing at Process Document
into software Plant 2
Alternate Multi-
RECEIVING Process Document
Decision Preparation
Quantity verified
against Close outplant Data Manual
Work Order Input
pack slip
Database
Manual
Operation
Order No Leave order
complete? open
Yes
a) Log
Close order Generate Stamp RR# b) Hold ticket
RR# c) Pack slip
Create label on I3400
(no bar code) Pack slip
Place box in “Hold “ area
PUT AWAY Yes
Manual
Pass? Record
inspection
Overflow to inspection data
Forward pick “Common” No
available
area QUALITY
space
MRB Hold Area CONTROL
Access DB
Receiving,
Generate W.O. Supplier,
Part data, etc.
PRODUCTION
Close W.O. Production Report Labor Ticket Back flush
Finished Goods QC Report
Boxed in std quantities
Finished Goods
Inventory
SHIPPING
Data entry: Ship
Quantity & weight Order
Back order Box Order Print BOL
report for shipment Enter items
Select carrier Send
Get billing info & ASN
tracking #
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8. 4.0 RECOMMENDATIONS
Recommendations for meeting ABC Company’s Business Needs and Goals are presented in the following
four sections:
1. Process improvements … to address problems uncovered in the evaluation of the material flow and
to optimize the use of bar coding.
2. Software recommendations … to leverage use of current installations and deliver online labor and
material tracking capabilities.
3. Hardware recommendations … to facilitate the automation process.
4. Implementation plan
4.1 Process Improvements
Recommended process improvements include changes to steps within the material flow at ABC Company.
Some of these changes are not directly related to bar coding, but will facilitate the use of bar codes and
increase productivity. Some process recommendations cannot be accomplished with the current
Manufacturing software implementation.
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9. Material Flow with Process Change Recommendations
Flow Chart Key
1
Received Goods 1. Received goods initiated Process Document
from 3 sources:
Alternate Multi-
(a) purchasing Process Document
(b) outplant processing
initiated through Plant 2 Decision Preparatio
PO # entered (c) in-house processing at n
into Software Plant 2 Data
Manual
RECEIVING Database Input
Manual
Quantity verified Operation
against Close outplant
pack slip Work Order Vendor compliance required
Step eliminated
Order No Leave order New material flow
complete? openl
Yes
a) Log
Close order Generate Stamp RR# b) Hold ticket
RR# c) Pack slip
Create label on I3400
(bar code)
Place box in “Hold “ area
PUT AWAY Yes Manual
Pass? Record
inspection
inspection data
No
Overflow to QUALITY
Forward pick “Common” available
area CONTROL
space MRB Hold Area Access DB
Receiving,
Supplier,
Part data, etc.
Generate W.O.
PRODUCTION Close W.O.
Back flush
Generate Production Report
Record Labor
QC Report
Finished Goods
Boxed in std quantities
Finished Goods
Inventory
SHIPPING
Datal entry: Ship
Quantity & weight Order
Back order Box Order Print BOL
report for shipment Enter items
Select carrier Send
Get billing info & ASN
tracking #
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10. 4.2 Software Recommendations
4.3 Hardware Recommendations
4.4 Implementation Plan
5.0 RETURN ON INVESTMENT
• Inventory reduction: 4 – 6% (industry standard)
• Increased productivity in cycle counting: 15% (industry standard)
• Reduced shipping errors: 20% (make sure to include the cost of fines for compliance issues –
these should go down by at least 50%)
• Increased productivity in shipping: 15% (with addition of new shipping software this could go to
25% and reduction in fines could go to 60%)
• Increased productivity in receiving: 10 – 20%
• Elimination of purchasing time to verify backorders with vendors: 100%
• Reduction in data entry for inspection reporting: 20%
• Elimination of search time for issuing inventory to production: 50-60% (this might be balanced by
the time to issue parts – TBD)
• Reduction in time to record work order data and labor data: 50%
• Elimination of customer service time to look up tracking numbers and shipping data for expedited
orders: 90%
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