CRYE Onsite notes part 2

CRYE Onsite notes part 2



·        Black box starts at Peter, goes through John, then the shop floor supervisors further distribute

·        Really want to have the machine (data) drive planning/scheduling

o   Cut, Sewing, Trim (should be able to get that level of detail)

·        Have some projects with very small runs (could be something like 12 pieces)

·        A true forecast of finished goods will likely never happen (all over the map)

·        99% of their fabrics come from the States (most raw materials come from a couple of vendors)

o   Mostly east coast

o   Very small community, roughly 50 players that make up the raw fabrics in textiles (home furnishings, medical, military)

·        Checks get cut once per week

·        Some vendors paid by wire (e.g. Bethel)

o   Can happen more than once per week

·        Scott/Matt would like to learn more about banking capabilities in BofA

·        SuitePeople – need to circle back around on the templates that were provided (they want to know if anything has changed)

o   NS requested certain information that they were holding off of for the time being (not sure what it was off the top of their head)

Procure to Pay

·        Scott pointed out that Jean is able to do Excel Export/Import for working in bulk, doesn’t want to make Jean required to use a tool that takes this ability away

·        Process

o   75% of purchase orders are for Peter, Jean does the rest of the OM purchase orders and stuff like that

§  Jean cuts the actual POs

§  Jean cuts the POs for everybody, also cuts the work orders for the smaller OMs (Peter handles Bethel)

o   Jean doesn’t get time study information

o   Peter books everything in his calendar by location/operator (works that out with Bethel beforehand to reserve capacity in their facility)

§  Allows them to ramp up if need be

o   PO is cut to finalize agreement (quantities, size breakdown, commitment dates)

§  Also provides work order reference number so it can tie back to production work order

§  References the revision on the tech pack, so when goods start arriving, the QA group knows which tech pack to reference for dimensions

§  Sometimes there are tech pack revisions while production is happening, so QA needs to be aware of that

o   Maintains a spreadsheet (Tech Pack Date Record) – serves as revision control

o   Matt generates reports (Exports that are emailed)

§  Jean takes the location status/stock status and plug into a spreadsheet he has

§  Misys Data Tool – uses it to see how much inventory is gaining momentum, how inventory is distributed (CPNY is raw materials warehouse)

§  Sees if it’s disbursed in production

§  Filters the sheet and goes line by line

§  X-TTL and X-CPNY determine re-order points

·        Don’t dictate purchasing, just to grab his attention

o   Once analysis is done, works on cutting the purchase orders for other vendors

§  An export is done from the spreadsheet directly into MISys

§  Will run a PO by Peter to see if something should go or not

o   Nothing is done to see the actual ship dates to determine lead times (they change drastically, depending on what time of the year it is)

§  Would be a lot to update it/keep it maintained

o   Stefan is handling all the AP process

o   Mo looks at PO in MISys, then matches up based on receipts

o   Typically, Jean sees the quotes from Customer Service

§  When emailed to Peter, he gets CC’d so he can review material requirements

§  More often than not, small custom orders

§  If a larger program, Peter will flag it and enter a work order to show the material demand (he’ll let it go live and reserve the material so Jean can see the material demand on his end)

o   Jean will run the Excel sheet if he sees a lot of uptick in work orders, usually only runs it once per week

§  All the demand gets aggregated into weekly buckets

§  Will consolidate all the demand

o   Jean will enter new item numbers in Sage, sometimes he will update them as well to go live on the website (ACCPAC entry tool)

§  If item has a page, will add size/color to a drop down menu

§  Only interaction with the website that he has

o   Plans for both CPNY and CPNJ (some items are specific for NJ, will let Douglas know if they are getting to a re-order point)

§  Doug will make the call on pulling the trigger or not (Doug is Jean’s counterpart in New Jersey)

§  Doug doesn’t actually cut POs

·        If it’s going to be used in NJ, received in NJ

o   Almost all of Bethel is received here

§  Bethel does all the production steps (including cutting)

o   Jean also updates when the POs for expected receiving dates

o   Jean doesn’t really interact with Beth’s group (unless it’s a specialty item)

§  Sometimes Beth might flag something that is running low on stock like t-shirts

o   Collects test reports, makes sure deliveries are in order

·        Challenges

o   As far as MISys goes, Jean was drawing mostly a blank (didn’t have much insight to offer)

o   Putting out fires is what he deals with most, like material shortages, finding alternatives/substitutes (materials)

o   Sometimes lead times can quadruple or triple with no notice (checking availability of materials)

§  Typically emailing vendors to get updates on availability

o   Big question has been tracking the material consumption against what is expected in the MISys BOM

§  Curious about the yields

§  Several ways of cutting the same fabric, but MISys will default to one yield

§  Different cut patterns if cut on a machine versus by hand (tech pack doesn’t change, but if you did a hard analysis on what’s cut by the two bit table or by hand or by Gerber, there are small variations) – could be off by a couple of percentage points

§  Some materials are over a couple of hundred thousand yards of fabric

·        Scott would like to use Cycle Counting to make sure that stock levels are more accurate, not necessarily by evaluating machine

·        Decisions are made day of (combination of John or the cutting team themselves)

·        Will look at current schedule, what requirements they have (demand)

·        They manage the machine capacity on their end (can vary depending on who is in the building that day)

·        Not going to be important to them in phase 1 (Scott doesn’t view it as critical to capture that information)

o   Partial roll

§  Not a real impact to him – gets tricky, but cutting is not done until sewing is done (can lead to re-cutting if the sewing stage is incorrect)

§  If there is a partial amount left over, will leave it reserved as fall out (they try to avoid shade variation)

§  Could create other issues

§  Partial rolls are a liability as well (if they get mixed in with other lots for larger jobs, that shade question comes in to play)

o   Will likely always use a full roll of fabric for a larger

§  Jean mentioned they have lots they try to use, but load rated materials they maintain lots in a spreadsheet

·        Maintained with Jose who is raw materials manager

o   Most vendors are done via email

o   Vendor Returns

§  Very time consuming

§  Sometimes they may have a delivery of 10K yards, and two rolls (200 yards) that needs to get returned

§  Just a hassle with the back and forth

§  Sometimes they get a replacement, some items are made to order (the order will just end up being short)

§  If they are going to be short for overall production, will make due with the material they have received

§  PO will just be closed short

o   Quality

§  Material Requirements Project

§  Jean includes the Material Requirements in every purchase order (new thing that they are being diligent about) – used to be very problematic because the vendor didn’t know what their expectations were

§  In an ideal world, would be integrated into the NS to make sure all documents can be rolled into the Purchase Order

§  They can make updates fairly frequent (might be only once or twice per year if it’s an established project, can be more than once per month for new materials)

§  Predicated on the first six digits of the part number (Material Requirements will be the same except for the shade)

·        Vendor Management

o   Jean doesn’t help with vendor setup (trade reference forms, credits, terms, etc.)

o   Once the vendor has been approved, Jean puts them into Sage (defaults to Net 30 terms)

·        OM

o   Bethel gets a copy of the work order as a reference for what quantity of various sizes represent the overall work order

o   Crye gives them the tech pack, but Bethel cuts it their own way (could get better yields)

§  Bigger, more efficient layouts

o   Bethel will keep those partials, but they will use their own process to know what part of the fabric was used for cuts; kept for re-cuts for panels (a panel is like a name on a vest)

§  They use a sticker system to make sure that the same layup is used throughout the process for consistency of uniform

·        Numbers

o   Mix shades on the same PO

o   Have about three styles of material on a PO

§  Gets tricky with trim items (webbing and Velcro)

§  Have a different material requirements for each width

§  Each is a different item number

o   10-15 POs per week, but at busiest time, can reach up to 100 POs per week

§  Can be 50% Bethel labor

§  50% is materials

o   Usually less than 10 lines per PO

o   For Bethel, try to keep one PO per color (size is not specific for Bethel)

§  Don’t want to list out all the sizes on the Bethel order, just one want line to represent the costs per each unit (size agnostic)

o   Do factor in freight for the PO

o   Multiple items embedded within one line item on a PO/WO (sizes)


·        Have a custom reporting service (SQLProd Report Service)

·        They do have individual line items identified as a work order, but they are grouped

·        They do record by individual lines

·        Grouped because it is easier to transact them all for one size on one screen (in-line editing may help with this)

·        Would be great to know what an entire work order (individual lines) cost for the entirety of the job, but not looking to distribute the cost

·        Wish list to get down to one size variation (that level of detail will just not be there)

·        Nice to know what steps have been done (Cutting, Sewing, Trim)

·        They have flags in MISys to denote that cutting/trim/sew has started, as well as it has been completed (two separate sets of values)

·        They had at one point how many people they had working on an overall work order (there was no place in the system to use it)

·        No comparison of actual versus planned times (once the planned has been set, never updated or used for comparison purposes)

·        Standard consumption, not tracking how much material was actually used

o   If there is a major fallout, the inventory just gets adjusted, but not tied to the job

·        Bethel can be bad at inventory as well because if it’s a new product (or existing one) that has defects, it’s not really reported until a cycle count is requested

·        SQLProd Report Service is aggregating data out of MISys (shared as a PDF or Excel export so there is a snapshot in time of work order status)

·        Have a custom report on what to pull from Raw Materials to WIP (shortage report -> shows where products are short and the amount to transfer to a set location)

o   WIP is setup as a location in MISys, separate from Raw Materials

Design to Build – Items, BOMs, Manufacturing

·        Item Creation

o   Everything starts with Stefan’s group (build out the entire Tech Pack) – a data blob that Jean puts together in MISys (colors, style codes)

o   What is up in the air is, can they build a BOM in NS directly

o   Would like to introduce parts that are development items

o   Looking to have a gate phase that when they develop something, would be great to start in its native home

o   Had conversations with a PLM system about how to summarize and install it into individual items

o   They don’t want to have any disjointed systems for Product Development

§  Wants to have all the raw materials in NetSuite (system of record), and the where is the component used (want to have insight into usage of a raw material – would much rather rely on product they use 10K yards of versus 500 yards in a year)

§  Wants ability to know how to swap it out

§  Want to have drill downs of where it’s used, how to do mass revision replacements for all items that webbing is in use

o   The matrix items pose a challenge for PD – want to see the dimensions of the matrix an how does that blow through all develop

o   A lot of items that can be attached to a BOM that are not truly inventory items (artwork, PDF, CAD, word docs)

o   Have a tech pack turned into a BOM, have specific references

o   Want to have document control of the tech pack (would be a nice to have)

o   ECOs are also highly desirable

o   Material Requirements are a completely different animal

§  Would like to keep it all together under one roof with gated phases

o   Would like to use smart style codes that can be populated/used to build out an item for a new product

§  Placeholders for style codes before the actual style code to come in

§  Currently need to request these steps before they can move on to what they need to do (too many gates)

§  Would like to have the costing piece also come in

o   Wants to see the breakdown of assembly steps (wants to run off templates)

§  Each team is working on their independent steps on their own

§  Gregg does believe that it is fairly gated (linear)

o   Wants to have manufacturing engineering documents and artwork with version control in one repository

o   Product requirement docs (want to tie to the product)

o   Manufacturing Engineering docs can be for certain styles/product lines (e.g. some fabric needs to cut in an exact shape with instructions on how to do it)

·        BOM Creation

o   Tech Pack is created in a spreadsheet today

o   Had the conversation about the BOM having an aggregated total of an item in NS, but have the detailed transactions in Fuuz)

·        Routing Creation

o   No current routings to speak of in MISys today

Design to Build – Production Planning & Scheduling

·        Planning

o   Yellow is done

o   Blue is a quote

o   Pink he knows is going to come to fruition

·        Scheduling

o   Only certain resources can do certain product lines (listen in row 5 of Peter’s Crye Internal Production Schedule)

o   Sometimes the size of the order dictates whether it’s done in house versus Bethel

o   Material availability is being factored in

§  Does work with Jean to see if he can move up the materials (even if a partial) to move up date on the schedules

§  Won’t move dates around until he knows status of material

§  Peter will sometimes make changes to schedule that John breaks out into a more granular level

§  Numbers are based off the original time studies, then use headcount to back their way into how long something will take

§  John

·        Dependent on availability of materials, difficulty of the item

·        Gives him an idea of what he needs to do

·        Unless it’s a new item, the items are so familiar, a lot of this is in John’s head as far as timing

·        When they have a rush, all bets are off

·        John works mostly off the WOMO report

o   Peter sends it out every Monday morning in advance Production Scheduling meeting

o   Opportunity for Production/quality/ME to be in the same place at the same time about the schedule

o   ME/Quality are invited because some of the items may be held up, affecting production

·        WoMo helps John come up with finding similar items that can be cut together

·        Gerber is mostly parts that feed into Garmin (Beamis always cut on the Gerber)

o   Innate knowledge of products dictates schedule

·        Higher complexity goes toward the Tuca

·        Speaks to all supervisors about the orders that are coming, communicates that items are coming to get prepared for

·        Will assign a cut date, T is to cut the trim (communicated it); cutting team gets the schedule for the week (Matt checks off the C, when cut is done he sets Y on the Cut Status)

o   Matt is the Senior Cutting Tech

o   John updates everything else that the supervisors are doing

o   Peter doesn’t pay as close attention to Bethel (efficiency, headcount, etc.)

o   They have a close relationship with Bethel (keep them employed)

§  They can’t produce all the styles that Crye can, tend to send the bigger orders there

§  500-1200 resources

o   Get a copy of Schedules A from Scott

§  Heavily manages WIP dates to control material (if they need it in CPNY, will ship it back for internal production)

§  Inspectors work off this sheet along with everyone at Bethel

§  Just a visual aid made by Peter manuall

§  Before anything gets placed on his spreadsheet, ensures that he has the material

§  Also needs to know if a lead time on the order

Material Requirements Sheet

·        Currently being designed in Vinyl

·        Just for inbound purchase orders

·        Jean is now attaching the sheet to every single PO

·        Certs, measurements, test methods, etc.

·        Also includes what we expect for test results, CoC

·        Quality defines what kind of test Crye needs to execute for inspection in Crye

·        Quality then checks all the materials coming in based on requirements sheet

·        Will be using UniPoint to record inspections internally

·        Have certain rules based on pass/fail

·        If there is a failure, needs to go do NCMR

o   Records PO, what material, what parts associated to the material, quantities like how much yards were inspected, how much failed, vendor information, area that it was found (applies for every single thing they consider defective)

o   NCR will reviewed by all the appropriate departments and the disposition (what to do with the material)

§  Scrap, rework, etc.

§  Includes documentation, pics, evidence for the failure

§  Once approved, then it’s closed

·        Doing this process today with Word, PDF, takes a long time

·        They were previously getting bare bone specs, no consistency of the documents

·        Crye requires more than what was previously provided, so came up with the material requirement

o   Initially drafted by PD when first being developed (the requirements can change over the course of the development of the product)

o   The MR gets finalized before being released to production

·        The Material Requirements template in Vinyl gets a standardized way of doing things

·        Allows them to have a repository of Requirement Types, Test Method, Performance, Verification Type, Sampling Plan, Is Visible, Internal Test

·        Not functional yet, still vetting it out

·        Would need to create the document, print out manually, then attach to the outgoing PO

·        Unipoint would drive the value documentation, which would drive into Vinyl, would then need to manually create the NCMR

·        The values are supposed to drive Pass/Fail and trigger an NCMR

·        Currently tied into MISys to pull Purchase Order, Work Order

·        Make the NCMR, gets sent to the quality department for analysis

·        Can do multiple parts on the NCMR (today they can’t do that)

·        General thinking is that this can be independent and go in parallel with the NS implementation

·        If they like it, can develop their own applications

o   Lite version will allow them to just use the NCMR process

·        Would need to update the hooks from MISys to NetSuite

·        Want to use it for a while and if they decide that Fuuz can be the best app development, might make sense to re-create in Fuuz

·        Application is a onetime cost they believe

·        They will host the platform and storage will be on their servers

·        Supposed to be the NCMR document along with supporting documents

·        One of the key factors would be not only the ability to connect to NetSuite, but to connect within the NetSuite interface


·        Look and feel is very appealing to them

    • Related Articles

    • Crye Onsite Notes part 1

      Agenda ·        Doing gigantic orders that may require getting production input, but ideally want to get away from having to walk and inquire about what it will take ·        Wanting to take the guesswork out of the question for order entry ·        ...
    • CRYE Phase 1

      PHASE 1 – June 2022 ·        NetSuite o   Financials (replace Sage) §  Banking Automation o   Order Management (replace Sage) §  Customers §  Vendors o   Case Management (replace RingCentral) o   Demand Planning and MRP §  Safety Stock and Forecasted ...