MAR-BAL INCORPORATED
QUARTER OF A MILLION
DOLLARS IN SAVINGS
Case Study
WHAT WOULD YOU DO IF YOU SUDDENLY FOUND
5,000 EXTRA MACHINE HOURS?
Mar-Bal, Inc. is a one-source solution provider
of thermoset composite products. From design and
formulation to compounding, molding and finishing,
Mar-Bal is a privately-held manufacturing company
with 350 employees producing state-of-the-art products
across four facilities in North America. Over the last few
years, Mar-Bal had been experiencing challenges in its
day-today operations. Mar-Bal’s customized (AS400-
based) ERP software was outdated, preventing the
necessary increase in manufacturing activity required to
keep Mar-Bal competitive in today’s global economy. As
each year passed, it became more expensive to operate
the old ERP system due to the specialized support
required to maintain and upgrade it.
Among many of the old system’s pain points was the
absence of a strong Electronic Data Interchange (EDI)
program required by Mar-Bal’s customers. Inbound EDI
with the old system was limited to a time-consuming
interface with customer portals to retrieve customer
product demand and outbound EDI capability was
nonexistent. The old system lacked the essential services
(such as the automatic transmission of advanced shipping
notices and electronic invoices) necessary to conduct
business with key clients.
Inventory control with the old system was also sorely
deficient. The inability to scan inventory from the shop
floor was making inventory management a manual
and extremely time-consuming process that included
redundant data entry and unavoidable data entry errors.
As Mar-Bal expanded and increased manufacturing
activity, its operations needed to be more agile, but
employees were instead spending an average of six hours
a day verifying inventory. The lack of inventory visibility
also required a full physical inventory to be performed
once per month that included machine downtime,
wasting valuable production time while all employees
manually checked inventory levels.
In addition, consigned inventory was also difficult to
manage with the old system. It did not keep track of
what was on hand at the customer site and allowed no
way to add or reduce vendor managed inventory (VMI)
based on shipments and consumption.
To round it all out, the old ERP system contained very
limited reporting tools and forecasting abilities and no
way to easily segregate the separate plants’ costs and
sales. Month-end activities required nearly two weeks
to wrap up. Internal system communication and access
to information was also a problem, resulting in poor
customer service as sales people on the road could not
access necessary order status information, resulting in
longer response times to customers.
AN EXTENSIVE ERP SOFTWARE SEARCH BEGINS
Mar-Bal had two options: pour more money into its
outdated system and attempt to manually streamline
processes in its manufacturing syst ...
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Enterprise resource planning (ERP) systems integrate core business functions like manufacturing, distribution, accounting, and human resources in a single system. ERP experienced rapid growth in the 1990s as companies replaced legacy systems. While ERP implementation at Cadbury improved efficiency, a failed implementation at Hershey cost the company $150 million due to order fulfillment issues. Lessons from failures show the importance of adequate testing and phased implementations.
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ERP Case Study I
The Company
Founded in 1992, Polymer Extruded Profiles (‘PEP’) began with one employee and one extrusion machine in a simple 3,000 square foot facility. Today, Custom Profile boasts 150-plus employees, 13 extrusion lines, comprehensive secondary operations, a finishing department and two manufacturing plants (Tempe, Arizona and Acapulco, Mexico) that run 24 hours a day. PEP provides specialized extruded plastic products to the appliance, furniture, point of purchase and marine industries with an emphasis on design support, quality assurance and in-house tooling.
PEP was in growth mode. They had recently moved into a newly constructed building, and the company was continuing to expand and hire new employees. But as its extrusion business naturally developed, it became painfully clear that their enterprise software was failing to support its basic needs.
If three’s a company and four’s a crowd, then PEP was certainly feeling mobbed trying to run a competitive business through four different software systems. A combination of
homemade software, MS Access™ databases, Intuit QuickBooks™ and MS Excel™
spreadsheets was resulting in several system crashes a day and costly data entry errors from duplicate information entry into both Access and QuickBooks.
Additionally, customer service was struggling as sales orders took a costly amount of time to produce due to a lack of easy access to accurate production data, plus shipping was cumbersome, delayed or inaccurate. In short, the pieced-together legacy systems did not support the basic needs of a growing business.
PEP’s top requirements in a new system included highly configurable modules that could manage increased business transaction volume, detailed and easily configurable manufacturing Bills of Materials (BOMs) specific to the profile extrusion process and a business management system that provided an integrated platform with the infrastructure to support continued growth.
The firm was looking specifically for efficient perpetual inventory and BOMs, instant access to data required to meet customer requests for information and requirements. The expected Return on Investment was:
• Saved time and prevented errors with simple connections in all steps of the process, from packing slips to invoicing
• Improved inventory control and tracking with engineering change order flexibility
• Simplified budgeting and capacity planning with forecasting tools
• Enhanced warehouse management with advanced tracking capabilities
• Streamlined shipping and inventory visibility
• Eliminated manual record keeping tasks
• Removed redundant data entry and the unavoidable mistakes inherent in patchwork systems
Moving Beyond the Core ERP
In addition to the EnterpriseIQ core ERP system, Custom Profile installed IQMS’ Electronic Data Interchange (EDI) solution. Unlike other ERP systems that require bolted-on third-party programs in order to obtain increased functionality, the Enterpri.
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2. It combines all departmental databases into a single database accessible by all employees.
3. An example is provided where an order from a Singapore warehouse automatically updates accounts receivable in New York and instructs European manufacturing on components.
4. Benefits of ERP systems include reduced lead times, on-time shipments, improved customer satisfaction, and increased flexibility
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Founded in 1992, Polymer Extruded Profiles (‘PEP’) began with one employee and one extrusion machine in a simple 3,000 square foot facility. Today, Custom Profile boasts 150-plus employees, 13 extrusion lines, comprehensive secondary operations, a finishing department and two manufacturing plants (Tempe, Arizona and Acapulco, Mexico) that run 24 hours a day. PEP provides specialized extruded plastic products to the appliance, furniture, point of purchase and marine industries with an emphasis on design support, quality assurance and in-house tooling.
PEP was in growth mode. They had recently moved into a newly constructed building, and the company was continuing to expand and hire new employees. But as its extrusion business naturally developed, it became painfully clear that their enterprise software was failing to support its basic needs.
If three’s a company and four’s a crowd, then PEP was certainly feeling mobbed trying to run a competitive business through four different software systems. A combination of
homemade software, MS Access™ databases, Intuit QuickBooks™ and MS Excel™
spreadsheets was resulting in several system crashes a day and costly data entry errors from duplicate information entry into both Access and QuickBooks.
Additionally, customer service was struggling as sales orders took a costly amount of time to produce due to a lack of easy access to accurate production data, plus shipping was cumbersome, delayed or inaccurate. In short, the pieced-together legacy systems did not support the basic needs of a growing business.
PEP’s top requirements in a new system included highly configurable modules that could manage increased business transaction volume, detailed and easily configurable manufacturing Bills of Materials (BOMs) specific to the profile extrusion process and a business management system that provided an integrated platform with the infrastructure to support continued growth.
The firm was looking specifically for efficient perpetual inventory and BOMs, instant access to data required to meet customer requests for information and requirements. The expected Return on Investment was:
• Saved time and prevented errors with simple connections in all steps of the process, from packing slips to invoicing
• Improved inventory control and tracking with engineering change order flexibility
• Simplified budgeting and capacity planning with forecasting tools
• Enhanced warehouse management with advanced tracking capabilities
• Streamlined shipping and inventory visibility
• Eliminated manual record keeping tasks
• Removed redundant data entry and the unavoidable mistakes inherent in patchwork systems
Moving Beyond the Core ERP
In addition to the EnterpriseIQ core ERP system, Custom Profile installed IQMS’ Electronic Data Interchange (EDI) solution. Unlike other ERP systems that require bolted-on third-party programs in order to obtain increased functionality, the Enterpri.
Four51 OrderCloud Case Studies for Manufacturers & DistributorsFour51, Inc.
Read Case Studies from Burroughs, Staples, and Bremer Bank that could be similar to solutions Manufacturers and Distributors may be looking for. Contact info@four51.com for inquiries.
This document provides information on Enterprise Resource Planning (ERP). It defines ERP as a software system that integrates core business areas like manufacturing, distribution, financials, and human resources. The key points are:
1. ERP aims to integrate information flow and coordinate all resources/activities within an organization through a commercial software package.
2. It combines all departmental databases into a single database accessible by all employees.
3. An example is provided where an order from a Singapore warehouse automatically updates accounts receivable in New York and instructs European manufacturing on components.
4. Benefits of ERP systems include reduced lead times, on-time shipments, improved customer satisfaction, and increased flexibility
Microsoft Dynamics 365 for Operations is a business application that enables smarter and quicker decision making through real-time insights. It allows businesses to transform faster by redesigning processes and gives flexibility to grow operations globally through cloud-based scaling. The document discusses new features for manufacturing, supply chain management, and warehouse management that further improve process transformation, material availability checking, product variant management, vendor collaboration, and packing flexibility.
Sap erp and oracle erp alternatives for small manufacturersMRPeasy
On many occasions, the most recognized systems with the highest market share, such as SAP ERP or Oracle ERP, are the chosen ones. But at the same time, there are many alternatives that can offer cost-effective solutions for small manufacturers.
#saperp #erp #mrp #mrpeasy #manufacturing #manufacturingsoftware #oracleerp #smallmanufacturing #erpsoftware
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- Summit's old information systems from the 1980s could no longer keep up with its growth. The systems had limited capabilities and caused delays.
- Summit implemented a new ERP system using SAP to improve operational efficiency. The system allowed for more frequent inventory updates and better inventory management at job sites. It also enhanced business intelligence and chargeback processing.
This document provides an overview of SAP Enterprise Resource Planning (ERP) software. It discusses that SAP ERP is a centralized management system that integrates business functions and processes across an organization. It allows for real-time sharing of information to improve forecasting, planning, and decision making. The document also reviews SAP modules for financial, sales, procurement, inventory, and other business management functions. It provides examples of SAP implementations in various industries.
10 Critical Steps Small and Medium Manufacturers should undertake TodayOmegaCube Technologies
Read our latest Whitepaper to know the top 10 critical steps that Small & Medium manufacturers should undertake immediately. These 10 critical steps will help them to automate their workflows, improve their day to day operations, control operational and overhead costs, increase machine, material and manpower utilization, improve supplier and customer relationships, and increase profitability.
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Vandelay Industries implemented an SAP ERP system with the help of consultants from Deloitte & Touche to integrate its fragmented IT systems across multiple manufacturing plants and address issues arising from increased competition, as the new system would standardize business processes, integrate data across the company, and help lower costs. However, managing change during the large-scale ERP implementation at Vandelay presented challenges around balancing centralized control with local autonomy, gaining employee acceptance of the inevitable new system, and ensuring a fit between standardized SAP capabilities and unique business requirements.
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The document proposes a cloud-based centralized ERP solution to address gaps in the current fragmented ERP architecture of a large manufacturing company. It identifies problems in various stages like manufacturing, procurement, retail, and between the company and suppliers/customers. The proposed solution is a cloud ERP with customized apps for visibility and communication. Benefits include reduced costs, increased efficiency and visibility. Challenges of adoption are also discussed along with examples of similar implementations and cost estimates.
SODTECH Retail ERP Solution using iDempiere - Case StudySodtech
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Coca-Cola Hellenic, one of the largest Coca-Cola bottlers worldwide, has started a three year long project to substitute all legacy systems with a SAP implementation called Wave 2, in order to maximize efficiencies in use of resources and apply common best practices and polices accross the group.
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Explain in your own words why it is important to read a statistical .docxAlleneMcclendon878
Explain in your own words why it is important to read a statistical study carefully. Can you think of circumstance where it might be okay to misrepresent data?
Video Reflection 12 -
Do you think it is possible to create a study where there really is no bias sampling done? How would you manage to create one?
Video Reflection 13 -
What are your thoughts on statistics being misrepresented/ how does it make you feel? Why do you think the statistic are often presented in this way?
.
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Explain how Matthew edited/changed Mark's Gospel for each of the following passages, and what reasons would he have had for doing that? What in Mk’s version was Mt trying to avoid – i.e., why he might have viewed Mk’s material as misleading, incorrect, or problematic? How did those changes contribute to Matthew’s overall message? How did that link up with other parts of Mt’s message?
Use both the following two sets of passages to support your claim, making use ONLY of the resources below, the Bible, textbooks and Module resources.
1. How did Matthew edit/change Mark 6:45-52 to produce Matthew 14:22-33 – and why?
2. How did Matthew edit/change Mark 9:2-10 to produce Matthew 17:1-13 – and why?
The paper should 350-750 words in length, double-spaced, and using MLA formatting for reference citations and bibliography. Submit the completed assignment to the appropriate Dropbox by
no later than Sunday 11:59 PM Eastern.
Resources for this paper:
See the ebook via SLU library:
New Testament History and Literature
by Martin (2012), pp. 83-88,105-108.
See the ebook via SLU library:
The Gospels
by Barton and Muddiman (2010), p. 53,56-57,102,109.
.
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The document discusses the need for a sales and purchase system for Omkar Distributors, a consumer products distribution company. It outlines the current manual system's limitations and proposes developing a new computerized system to better manage customer, supplier, product, order, and inventory data. Hardware, software, and functional requirements are specified, including user classifications, sales/purchase entry, reporting, and security. The system aims to efficiently handle information and provide reports to support decision making.
The document discusses ERP implementation challenges for a steel company and how ERP can help address them. It describes the steel company's production planning process which involves rough cut planning in demand planning passed to detailed scheduling. It also lists some key benefits of a successful ERP implementation such as improved visibility and productivity. Overall, the document argues that while ERP projects remain challenging, identifying best practices can lead to success and help steel companies drive accurate decisions and future proof their integrated processes.
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1. How did Matthew edit/change Mark 6:45-52 to produce Matthew 14:22-33 – and why?
2. How did Matthew edit/change Mark 9:2-10 to produce Matthew 17:1-13 – and why?
The paper should 350-750 words in length, double-spaced, and using MLA formatting for reference citations and bibliography. Submit the completed assignment to the appropriate Dropbox by
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What is APV, and how does it differ from NPV?
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Explain how Supreme Court decisions influenced the evolution of the .docxAlleneMcclendon878
Explain how Supreme Court decisions influenced the evolution of the death penalty.
Explain the financial impact of the death penalty on society. Include at least one specific cost associated with the death penalty.
Explain the social impact of the death penalty on society. Provide examples and use Learning Resources to support your statements. 2 pages in APA format
.
Explain how an offender is classified according to risk when he or s.docxAlleneMcclendon878
Explain how an offender is classified according to risk when he or she is placed on probation or parole. Include how static and dynamic factors are taken into account by the supervising officer when both determining the level of supervision an offender needs and in developing the case-supervision plan for the offender. Include a discussion on the various levels of probation/parole supervision and the amount of surveillance and contact with the offender involved with each level. Do you agree or disagree with how often probation and parole officers have contact with high-risk offenders? Make sure to support your opinion.
.
Explain a lesson plan. Describe the different types of information.docxAlleneMcclendon878
Explain a lesson plan. Describe the different types of information found in a detailed lesson plan. Include in your discussion a design document and its usefulness. (A Minimum 525 Words)
Reference:
Noe, R. A. (2013). Employee training and development (6th ed.). New York, NY: McGraw-Hill.
.
explain the different roles of basic and applied researchdescribe .docxAlleneMcclendon878
explain the different roles of basic and applied research
describe the different criteria for success of basic and applied research
explain why government policymakers seem to prefer applied research
describe how basic research reflects liberal democratic values
Over fifty years ago, Vannevar Bush released his enormously influential report, Science, the Endless Frontier, which asserted a dichotomy between basic and applied science. This view was at the core of the compact between government and science that led to the golden age of scientific research after World War II—a compact that is currently under severe stress. In this book, Donald Stokes challenges Bush’s view and maintains that we can only rebuild the relationship between government and the scientific community when we understand what is wrong with that view.
Stokes begins with an analysis of the goals of understanding and use in scientific research. He recasts the widely accepted view of the tension between understanding and use, citing as a model case the fundamental yet use-inspired studies by which Louis Pasteur laid the foundations of microbiology a century ago. Pasteur worked in the era of the “second industrial revolution,” when the relationship between basic science and technological change assumed its modern form. Over subsequent decades, technology has been increasingly science-based. But science has been increasingly technology-based–with the choice of problems and the conduct of research often inspired by societal needs. An example is the work of the quantum-effects physicists who are probing the phenomena revealed by the miniaturization of semiconductors from the time of the transistor’s discovery after World War II.
On this revised, interactive view of science and technology, Stokes builds a convincing case that by recognizing the importance of use-inspired basic research we can frame a new compact between science and government. His conclusions have major implications for both the scientific and policy communities and will be of great interest to those in the broader public who are troubled by the current role of basic science in American democracy.
Why the distinction between basic (theoretical) and applied
(practical) research is important in the politics of science
.
Explain the basics of inspirational and emotion-provoking communicat.docxAlleneMcclendon878
Explain the basics of inspirational and emotion-provoking communication.
Explain the key features of a power-oriented linguistic style.
Explain the six basic principles of persuasion.
Evaluate basic approaches to resolving conflict and negotiating.
Choose one of the above topics
1 Paragraph
1 APA citation
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Explain how leaders develop through self-awareness and self-discipli.docxAlleneMcclendon878
This paper discusses how leaders develop through self-awareness, self-discipline, education, experience, and mentoring. It will explain and classify different types of leadership development programs and discuss the importance of leadership succession planning. The paper will be 3-4 pages long using APA style and citing at least 4 sources.
Explain five ways that you can maintain professionalism in the meeti.docxAlleneMcclendon878
Explain five ways that you can maintain professionalism in the meeting and convention planning industry.
1.
Order of precedence
2.
Titles and styles of address
3.
Invitations
4.
Flags
5.
Religious, cultural and ritual observations
.
Explain security awareness and its importance.Your response should.docxAlleneMcclendon878
Explain security awareness and its importance.
Your response should be at least 200 words in length.
Explain network and data privacy policies.
Your response should be at least 200 words in length.
Explain the different security positions within information security.
Your response should be at least 200 words in length.
Explain what a security incident response team handles.
Your response should be at least 200 words in length.
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Experimental Design AssignmentYou were given an Aedesaegyp.docxAlleneMcclendon878
Experimental Design Assignment
You were given an
Aedes
aegypti
gene of unknown function. Using Blast you were able to find the homologs of your gene. You have done research regarding the function of the homologs. Using this information:
A.Construct
a hypothesis
Give a hypothesis on the function of your gene SHAKER is in Aedesaegypti.
B.Design
an experiment to test your hypothesis.
Include a
labeled
sketch and written summary of experiment. (
include drawing of all conditions
, negative/positive etc)
C. Variables
List the Dependent and Independent
List Control variable
List a Positive and /or Negative controls
D.
Create a
data
set
and figure
Create a graph that clearly conveys to the reader what your experiment is about.
F.Interpretation
Give an interpretation of the possible meaning of your data. (although this isn’t conclusive since we are not doing statistics) . Does it align with your hypothesis?
G.Self-critique
and follow-up questions:
Why might your conclusion be wrong, what other questions do you have.
.
Expand your website plan.Select at least three interactive fea.docxAlleneMcclendon878
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Exercise 7 Use el pronombre y la forma correcta del verbo._.docxAlleneMcclendon878
Este documento presenta 22 oraciones con pronombres y verbos en forma personal que deben completarse correctamente. Las oraciones contienen sujetos como "yo", "nosotros", "ellos", etc. y verbos como "gustar", "faltar", "quedar", etc. que deben conjugarse de acuerdo al sujeto para completar cada oración.
Exercise 21-8 (Part Level Submission)The following facts pertain.docxAlleneMcclendon878
Exercise 21-8 (Part Level Submission)
The following facts pertain to a noncancelable lease agreement between Windsor Leasing Company and Sheridan Company, a lessee.
Inception date:
May 1, 2017
Annual lease payment due at the beginning of
each year, beginning with May 1, 2017
$21,737.01
Bargain-purchase option price at end of lease term
$3,800
Lease term
5
years
Economic life of leased equipment
10
years
Lessor’s cost
$68,000
Fair value of asset at May 1, 2017
$93,000
Lessor’s implicit rate
10
%
Lessee’s incremental borrowing rate
10
%
The collectibility of the lease payments is reasonably predictable, and there are no important uncertainties surrounding the costs yet to be incurred by the lessor. The lessee assumes responsibility for all executory costs.
Click here to view factor tables
(c)
Your answer is partially correct. Try again.
Prepare a lease amortization schedule for Sheridan Company for the 5-year lease term.
(Round present value factor calculations to 5 decimal places, e.g. 1.25125 and Round answers to 2 decimal places, e.g. 15.25.)
SHERIDAN COMPANY (Lessee)
Lease Amortization Schedule
Date
Annual Lease Payment Plus
BPO
Interest on
Liability
Reduction of Lease
Liability
Lease Liability
5/1/17
$
[removed]
[removed]
[removed]
[removed]
[removed]
[removed]
(To record depreciation.)
[removed]
[removed]
[removed]
[removed]
[removed]
[removed]
(To record interest.)
1/1/18
[removed]
[removed]
[removed]
[removed]
[removed]
[removed]
[removed]
[removed]
[removed]
(To record second payament.)
Question 27
Pearl Corporation manufactures replicators. On January 1, 2017, it leased to Althaus Company a replicator that had cost $100,000 to manufacture. The lease agreement covers the 5-year useful life of the replicator and requires 5 equal annual rentals of $40,200 payable each January 1, beginning January 1, 2017. An interest rate of 12% is implicit in the lease agreement. Collectibility of the rentals is reasonably assured, and there are no important uncertainties concerning costs.
Prepare Pearl’s January 1, 2017, journal entries.
(Credit account titles are automatically indented when amount is entered. Do not indent manually. If no entry is required, select "No Entry" for the account titles and enter 0 for the amounts. Round present value factor calculations to 5 decimal places, e.g. 1.25124 and the final answer to 0 decimal places e.g. 58,971
.
)
Click here to view factor tables
Date
Account Titles and Explanation
Debit
Credit
January 1, 2017
[removed]
[removed]
[removed]
[removed]
[removed]
[removed]
(To record the lease.)
January 1, 2017
[removed]
[removed]
[removed]
[removed]
[removed]
[removed]
(To record cost.)
January 1, 2017
[removed]
[removed]
[removed]
[removed]
[removed]
[removed]
(To record first lease payment.)
6 years ago
16.01.2017
8
Report Issue
Answer
(
0
)
Bids
(
0
)
other Questions
(
10
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what can i bring to class that symbolizes growth and change
calculate it.
Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
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MAR-BAL INCORPORATEDQUARTER OF A MILLION DOLLARS IN SAVING
1. MAR-BAL INCORPORATED
QUARTER OF A MILLION
DOLLARS IN SAVINGS
Case Study
WHAT WOULD YOU DO IF YOU SUDDENLY FOUND
5,000 EXTRA MACHINE HOURS?
Mar-Bal, Inc. is a one-source solution provider
of thermoset composite products. From design and
formulation to compounding, molding and finishing,
Mar-Bal is a privately-held manufacturing company
with 350 employees producing state-of-the-art products
across four facilities in North America. Over the last few
years, Mar-Bal had been experiencing challenges in its
day-today operations. Mar-Bal’s customized (AS400-
based) ERP software was outdated, preventing the
necessary increase in manufacturing activity required to
keep Mar-Bal competitive in today’s global economy. As
each year passed, it became more expensive to operate
the old ERP system due to the specialized support
required to maintain and upgrade it.
Among many of the old system’s pain points was the
absence of a strong Electronic Data Interchange (EDI)
program required by Mar-Bal’s customers. Inbound EDI
with the old system was limited to a time-consuming
interface with customer portals to retrieve customer
product demand and outbound EDI capability was
nonexistent. The old system lacked the essential services
(such as the automatic transmission of advanced shipping
2. notices and electronic invoices) necessary to conduct
business with key clients.
Inventory control with the old system was also sorely
deficient. The inability to scan inventory from the shop
floor was making inventory management a manual
and extremely time-consuming process that included
redundant data entry and unavoidable data entry errors.
As Mar-Bal expanded and increased manufacturing
activity, its operations needed to be more agile, but
employees were instead spending an average of six hours
a day verifying inventory. The lack of inventory visibility
also required a full physical inventory to be performed
once per month that included machine downtime,
wasting valuable production time while all employees
manually checked inventory levels.
In addition, consigned inventory was also difficult to
manage with the old system. It did not keep track of
what was on hand at the customer site and allowed no
way to add or reduce vendor managed inventory (VMI)
based on shipments and consumption.
To round it all out, the old ERP system contained very
limited reporting tools and forecasting abilities and no
way to easily segregate the separate plants’ costs and
sales. Month-end activities required nearly two weeks
to wrap up. Internal system communication and access
to information was also a problem, resulting in poor
customer service as sales people on the road could not
access necessary order status information, resulting in
longer response times to customers.
AN EXTENSIVE ERP SOFTWARE SEARCH BEGINS
Mar-Bal had two options: pour more money into its
3. outdated system and attempt to manually streamline
processes in its manufacturing system, or find a new
ERP provider. Mar-Bal chose the latter and the search
began for a modern system with more capabilities (such
as EDI, a robust inventory/warehouse management
system and real-time plant floor production monitoring)
without adding more operational costs to the existing
organization.
Return on Investment
• 5,000 potential machine hours no longer lost to
downtime for physical inventory
• More efficient inbound order EDI processing: $40,000
annually
• Capacity for outbound EDI invoice and ASN processing:
$20,000 annually
• Regular and monthly physical inventories eliminated:
$83,000 annually
• Quicker month-end close: $23,000 annually
• Accurate production reporting through the RealTime
interface: $62,000 annually
• Accurate reporting of global material purchases
allowing for more negotiating power with volume
purchasing: $30,000 savings to date
Software
EnterpriseIQ™ ERP software system
Customer Relationship Management
4. Document Control
EDI with eServer
E-Plant
Forecast
Preventative Maintenance
RealTime™ Production Monitoring
ShopData
Time & Attendance
Warehouse Management System
Quality Control
Desiring an industry-specific software solution, Mar-Bal
compiled a list of providers offering software related
to the plastics industry, but which also could be used
for assembly and finishing. Mar-Bal differentiates itself
by being a one-source solution provider and required
a system that could differentiate cleanly between its
multiple manufacturing types.
Multiple software suppliers were researched and the list
was narrowed to the systems that could process more
transactions in less time while still allowing Mar-Bal to
grow sales without expanding staff for data management.
Industry references were contacted and the functionality
of the software was investigated from the user’s point of
5. view, which revealed DELMIAworks (formerly IQMS) and
one other package as finalists. Manufacturing site visits
were conducted, and DELMIAworks’ comprehensive,
industry-specific ERP solution rose to the head of the
pack.
“EnterpriseIQ has the functionality to support not only
our molding operations, but also our other manufacturing
needs,” said Aaron Bable, Director of Business Process
Systems at Mar-Bal, Inc. “IQMS’ support capabilities
and experience in manufacturing, plus their impressive
cooperation with users, made the choice of EnterpriseIQ
clear.”
IMPLEMENTATION REVEALS IMMEDIATE RESULTS
EnterpriseIQ was installed at the Chagrin Falls, Ohio,
headquarters and then implemented at Mar-Bal’s four
facilities. Following implementation, Mar-Bal saw
immediate results. Through DELMIAworks’ robust and
native EDI module, Mar-Bal is now completely connected
to its customers’ demand planning systems. Real-time
order updates from Mar-Bal’s customers are electronically
entered into EnterpriseIQ, and employees process orders
in significantly less time with information entering
the system within minutes of customers releasing it.
Outbound EDI functionality embedded with the auto-
invoicing feature in EnterpriseIQ allows more than 100
invoices to be transmitted within minutes, all by one
employee. Mar-Bal has experienced more effective billing
and reduced average invoice aging because price or
quantity discrepancies are resolved immediately, rather
than discovered weeks later.
Through DELMIAworks’ Warehouse Management
System (WMS), Mar-Bal can now track the movement
of all inventory—every single box and part—throughout
6. its plants. With barcode labeling and scanning, full
physical inventories are no longer necessary on a
monthly basis, saving considerable amounts of time
and labor. Additionally, Mar-Bal utilizes DELMIAworks’
business activity monitoring system, IQAlert, to flag any
predefined occurrences that need investigation, such as
negative inventory. Consignment inventory maintenance
also improved, as EnterpriseIQ’s VMI module allows for
automatic increases to consigned locations upon packing
slip creation as well as an easy-to-use consumption
menu that is tied directly to invoicing.
System visibility and communication have improved
dramatically with real-time plant floor production
monitoring and remote access capabilities. The multiple
phone calls needed to determine when a customer
shipment would be made are no longer needed as a sales
person on the road can now look at the EnterpriseIQ
application on their smartphone, tablet or computer and
see if a job is running or determine the stock Mar-Bal
has on hand without making a call. Mar-Bal’s customer
service representatives and operations personnel can
focus on their other responsibilities, and the sales people
can get their answers immediately.
New reporting tools, such as Crystal Reports that allow for
the clean output of a month’s activities and Spreadsheet
Server for financial reporting, decreased Mar-Bal’s month
end close to only four days, rather than eight to 12 days.
What would you do with 5,000 extra hours of machine
time? Mar-Bal, Inc. experienced both immediate and
long-term savings with DELMIAworks’ manufacturing
ERP solution. Annually, Mar-Bal’s total savings were
$270,000 across its four plants as well as nearly 5,000
7. potential machine hours that were no longer lost to
downtime for monthly physical inventory checks.
Mar-Bal found considerable savings when it installed
DELMIAworks’ innovative RealTime™ Production
Monitoring system, tracking all aspects of part production
as they occur. Manufacturing performance is optimized
as RealTime™ allows Mar-Bal to monitor work center
performance as it is happening and proactively address
potential problems. Graphically, Mar-Bal can now see all
of its presses during a shift and is able to see how jobs
are running, how much scrap is being generated, if the
cycle time is slow and if there is a problem that requires
attention. With the RealTime™ interface, Mar-Bal saved
12 hours a day or $62,000 annually.
“EnterpriseIQ has the functionality to
support not only our molding
operations, but also our other
manufacturing needs.”
— Aaron BABLE, Director of Business Process Systems
For more information, please visit www.3ds.com/delmiaworks
or call 1.866.367.3772
Founded by Jim Balogh and headquartered in Chagrin Falls,
Ohio, Mar-Bal is a compounder and molder of thermoset
composite products. Since 1970, Mar-Bal has engineered and
manufactured quality, customized materials and parts.
Mar-Bal serves the appliance, electrical, transportation and
industrial marketplaces from its four facilities in North
America. Mar-Bal, an ISO registered company, develops
innovative products while maintaining a commitment to
8. client satisfaction and total value. The entrepreneurial spirit
continues at Mar-Bal under the leadership of the second-
generation Balogh family. Scott and Steven joined their father’s
company in the early mid-1990’s and began growing
the business through customer collaboration, engineering design
and investments in innovation. Mar- Bal is clearly
positioned to advance thermoset composites and provide their
customers and partners a one-source solution.
EnterpriseIQ’s EDI program has been a huge asset
to Mar-Bal, reducing order entry time and increasing
customer service. Previously, because order information
had to be entered manually into each customer portal,
larger customers might receive daily release changes a
half a day late, while now, 100 orders can be processed
in 10 minutes. Inbound order processing through EDI
saved eight hours a day, or $40,000 annually, and with
the addition of outbound EDI, Mar-Bal automatically
sends invoices and advanced shipping notices, saving
four hours per day or $20,000 annually.
Improved warehouse management and inventory control
visibility was another major area of savings for Mar-Bal.
They can now look at the system and see exactly what
is on hand and where it is. The time spent verifying
inventory locations at all plants is now six hours less
per day or $30,000 annually. DELMIAworks’ inventory
control system provides the requisite accuracy so that full
physical inventories are no longer needed on a monthly
basis and Mar-Bal has moved them to once a year,
saving 2,750 hours of labor or $53,000. Additionally,
a complete monthly inventory check required the plant
to shut down, resulting in lost production time for 90
machines. EnterpriseIQ was able to save nearly 5,000
potential machine hours that were previously lost to
downtime for physical inventory.
9. Month-end was previously a two-week process at
Mar-Bal, but now has gone down to only four days,
a savings of $23,000 per year. Reporting capabilities
improved dramatically for Mar-Bal with the hundreds
of customizable reports that EnterpriseIQ provides,
allowing Mar-Bal to measure areas inaccessible to them
in the past. Advanced forecasting and budgeting tools
allow Mar-Bal to accurately plan for sales and costs in
the upcoming year based on projected client demand.
Accurate reporting of global raw material purchases
delivered Mar-Bal more negotiating power with volume
purchasing, saving $30,000 per year.
GAINING THE CRITICAL EDGE
Mar-Bal gains an edge over its competition with a better
understanding of costing and profitability at both the
micro and macro level. Detail-rich features in EnterpriseIQ
allow for Mar-Bal to see precise production and labor
costs so they can q uickly and confidently send accurate
quotes to customers. Through global material purchase
reports, Mar-Bal’s Corporate Procurement Department
is able to negotiate for volume purchase price breaks,
which translates into a better price for its customers.
EnterpriseIQ’s RealTime™ Production Monitoring
also gives Mar-Bal an edge over the competition. The
immediate, real-time relay of information through
the EnterpriseIQ system allows employees to quickly
respond to customers when a delivery date needs to be
changed and/or items can ship sooner than expected. The
scheduling module natively integrated with RealTime™
is very easy to use and can calculate updates to tens of
thousands of orders in a matter of minutes.
In addition to the documented and visible benefits
22. ub
je
ct
to
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ei
r e
xp
re
ss
w
rit
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ap
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al
.
Our 3DEXPERIENCE® platform powers our brand applications,
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Assignment Content
Read Case Study 5-23 "Mar-Bal's New ERP System" (AIS AT
WORK An ERP Success Story at Mar-Bal) on pages 156-157
and pages 151-152 in Core Concepts of Accounting Information
24. Systems. Also the following link gives more details about their
story so read it in preparation for answering the four questions
on page 157.
Mar-Bal Information
Write a 90- to 175-word response for each of the four questions
on pages 156-157. For Question #1, list each of the 14 items
from Figure 5-10 and then give a specific example from the
Mar-Bal case study for each one individually but in your own
words. For Question #2, list each of the 7 items from Figure 5-9
and give a specific example from the Mar-Bal case study for
each one individually. HINT: For Questions #1 and #2, the
majority of items have specific case study examples. There are
very few N/As. Then answer questions #3 and #4.