BPIC's - 60 point World Class Manufacturing Checklist

1) CUSTOMER SERVICE

Q1a) Is your customer service (OTIF or stock availability) 99% or better?

All objectives are subordinate to the requirement to ship what your customer expects, when expected, with all relevant paperwork complete.

For companies that make to forecast and plan to ship from stock the customer service measure is the percentage of orders received where stock is available at the time of receipt of the order. One out of stock item is normally only counted once in the time period under consideration (typically a month) and out of stock items not ordered are not counted.

For other companies the customer service measure is the percentage on time in full (OTIF) delivery of complete orders to customers on the promised date. Re-scheduled dates agreed with the customer in advance are allowed for this measure. If less than 99% please enter an estimate of the actual percentage achieved.

Ans1a (is your customer service at least 99% available or OTIF?)  Yes No
Comments:

Q1b) Do you regularly ask your customers about your level of service and, as a matter of routine, seek ways to continuously improve it?

No matter how good you think your customer service is, it is vital that you ensure you are addressing the changing needs of your customers and the market place. You can be sure some or all of your competitors will be striving to exceed your current level of customer service. World class manufacturing companies are characterised by continuously improving their customer service.

Ans1b (do you seek ways to continuously improve customer service?) Yes No
Comments:

Q1c) Do you ship only the quantity needed by your customer?

Minimum order sizes on standard or long running products are incompatible with world class manufacturing. If you insist on your customer taking more than they want or need, this is a waste of their resources and will cause unevenness in the flow of orders. If the cost of processing orders is reduced with, for instance, kanbans, and set-up times are reduced, then minimum order quantities can become a thing of the past with little or no cost penalty. Buyers are frequently (and should be) prepared to pay a higher per unit price if they are able to get the quantity they want.

Ans1c (do you ship customer requested quantities?) Yes No
Comments:

Q1d) Are you able and willing to offer kanban shipments to your customers if requested?

Shipping by kanban means that, whilst you should get a forward schedule of requirements from your customer, the authority to actually make a shipment is a signal that your customer has used your product. The signal may be an empty container, a card, an electronic message or you may visit your customers and replace used product in their stores or at their point of use. This is the fundamental test of any world class manufacturing company. If you are not able to ship product under kanban control and your competitors are, then you will lose market share and could go out of business if some or all of your customers want this. You must also be confident that, having set up a kanban partnership with your customers, you can ship 100% as committed.

Ans1d (could you make kanban deliveries to customers if required?) Yes No
Comments:

Q1e) Do your sales staff actively promote world class manufacturing’s demonstrated benefits to customers?

The biggest advantage in being a world class vendor will be lost if your customers do not know about it. Selling the benefits of, for instance, kanban deliveries requires the training and commitment of the sales/marketing staff in the kanban principles.

Ans1e (do you actively promote your world class manufacturing capabilities?) Yes No
Comments:

Q1f) Do you have an active lead time reduction group?

The one universal truth in all manufacturing companies is that customers are demanding shorter and shorter lead times. It is also true that in most industries suppliers are responding. If you do not keep reducing your lead time and your competitors do, you will lose out. Significant lead time reductions involves most functions in the company working together so will seldom happen spontaneously.

Ans1f (do you have an active lead time reduction task group?) Yes No
Comments:

Q1g) Does everyone in the company know who the key customers are and what differentiates the company’s products and services from the competition?

Awareness of the strengths and weakness of the company’s product or service is a key factor in achieving the involvement of everyone in the company and improving employee satisfaction. It is not possible to achieve this objective without an employee induction process which is necessary although not sufficient to score on this question.

Ans1g (does everyone know who your customers are and your competitive strengths?) Yes No
Comments:

Q1h)Do all staff who are in contact with customers have the authority and empowerment to resolve customer problems?

Managing the points of contact with your customers is the single most important company success factor. A company can only consider itself to be a world class manufacturing company if all its customers are confident that any problems they have will be speedily resolved and they will be kept fully informed, preferably by the person they initially contacted.

Ans1h (are your customer contact staff empowered to resolve problems?) Yes No
Comments:

2) PLANNING AND CONTROL

Q2a) Do you have a formal monthly sales and operations planning (SOP) process chaired by the Managing Director?

The ability to make reliable commitments to customers depends on the ability to plan resource requirements in the future. Kanbans in particular suffer from being essentially backward looking. New products, planned obsolescence and volume changes have to be planned using sales and operations planning. The sales and operations planning meeting must be attended by all the people who make the final decisions on resource allocation. In addition to the senior executive of the operation, the sales and operations planning process will usually include the managers of manufacturing, material control, engineering/design, marketing, finance and personnel. The process should conclude each month with a formal approval of the sales and operations plan which must then be published and circulated. No-one can abdicate their responsibility for accepting the plan, "Silence is acceptance". Minor changes to the plan should be permitted between meetings but any fundamental changes should be agreed by all the members of the meeting. All changes of the plan between meetings must be ratified by the next meeting.

Ans2a (do you have a formal SOP process?) Yes No
Comments:

Q2b) Does your business plan and financial budget integrate with the sales and operations plan?

Managers must be judged by their ability to achieve the sales and operations plan. If there are any alternative sets of financial plans, such as a budget, that do not relate to the sales and operations plan, the objective of everyone working to a single set of numbers will never be achieved.

Ans2b (do your budgets agree with the sales and operations plan?) Yes No
Comments:

Q2c) Do you have a master production schedule which is managed out to at least the cumulative lead time and integrates with the sales and operations plan?

The master production schedule (MPS) referred to here is the schedule of the last operation or process. Stability and reliability in the manufacturing process is only achieved when the driver for all material and capacity planning is a manually managed master schedule. The total monthly quantity of each family of products must be the quantity agreed at the sales and operations planning meeting. Stability is needed, at least up to the cumulative lead time, as changes within this time scale cause disruption somewhere. Controlling material and resource plans with a managed master production schedule is even more vital when manufacturing is controlled by kanbans, as the plans provide that vital forward visibility that kanbans cannot provide.

Ans2c (is your MPS managed out to cumulative lead time? Yes No
Comments:

Q2d) Does material requirements planning cover every manufactured or purchased part and product consumed in the manufacture and shipment of your products to your customers?

A shipment can as easily be delayed by the lack of packing, labels, paperwork and other consumable items as by the fabric of the product. Everything needed in the manufacture of the product must be planned as far out as is necessary to ensure reliable delivery.

Ans2d (do you plan every part used in the manufacture of the product?) Yes No
Comments:

Q2e) Are all planning and control systems updated at least daily?

If you try to plan in greater than daily time periods you can never achieve world class manufacturing standards. You have to schedule your manufacturing and purchased materials in daily periods or less as things happen daily. With longer time periods people will have to guess what to do next. Different people will make different guesses so the objective of getting everyone working to the same agenda, that everyone has access to, can never be achieved without daily planning.

Ans2e (are your planning systems updated daily?) Yes No
Comments:

Q2f) Have you eliminated shortage sheets, rush sheets, etc.?

All work should be carried out to a schedule or in response to a kanban signal. The urgency of a job must be reflected in the schedule or by the sequence of the kanban signal. A shortage list is a sure sign that this has not been done or is not working properly. The benefits of an integrated system are lost immediately anyone works to different priorities from those of the formal system.

Ans2f (have you eliminated shortage sheets etc.?) Yes No
Comments:

Q2g) Have you reached at least 98% data accuracy in inventory records, bills of material and routings?

Data accuracy is at the heart of any world class manufacturing company. Everyone has to believe that it is just not possible to achieve world class manufacturing without high levels of data accuracy. Inaccurate data inevitably results either in increased cost or a reduced level of service or both.

Data accuracy means 98% of inventory records by part, by location must be correct.   98% of bills of material must list all materials and components required to produce the part in the right quantities. If quantities can legitimately vary or are very small, the quantity on the bill of material must be a sensible average or estimate. 98% of routings must have all work centres in the required sequence. Timing on routings must be realistic and reasonably consistent.

Ans2g (is all data accuracy greater than 98%?) Yes No
Comments:

Q2h) Are all dates on purchase orders and work orders current, realistic and achieved 98% of the time?

Date accuracy like data accuracy is a vital and fundamental component of world class manufacturing. Computers will happily work with dates in the past but the information they produce is worthless. If any piece of information contains a date that is in the past or unrealistic in any other way, all the rest of the data becomes suspect. Any anticipated delay must be reported as soon as known or suspected and plans modified to meet the changed situation with the over-riding principle that promise dates to customers will be honoured if at all possible. The achievement of dates becomes a matter of routine once they are realistic and maintained.

Ans2h (are all dates realistic and achievable?) Yes No
Comments:

Q2i) Do you use resource capacity planning based on demonstrated capacity to validate all plans?

Plans are worthless unless they are realistic and achievable. Plans must therefore be routinely tested against a work centre's proven ability, its "demonstrated capacity". The sales and operations plan should be checked against the availability of critical resources and the detailed material plans should be tested for all measurable resources. Efforts must always be made to improve performance but plans, and therefore customer promises, must always be based on demonstrated capacity unless there is an agreed, proven plan of action in place to increase or decrease demonstrated capacity.

Ans2i (are plans based on demonstrated capacity?) Yes No
Comments:

3) SUPPLY CHAIN MANAGEMENT

Q3a) Is 90% of manufacture (by value) under kanban control?

Kanban control means that the authority to make or move an item is based on that item's usage unless there has been a properly approved and strictly limited deviation. It follows that the ability to supply to customers under kanban control is crucially dependent on the control of internal manufacturing by kanbans, otherwise the final kanban control is at risk. Your speed of response will be much better when manufacture is controlled by kanban. In addition to reducing lead times, kanban control can eliminate the scheduling, kitting and issuing processes. There may be some operations which need special controls but there is no problem with operating with a mixture of kanban control and work-to lists. If all parts produced by a work area can be kanban controlled, however, then there are fewer clashes of priority.

Ans3a (is 90% of manufacture controlled by kanban?) Yes No
Comments:

Q3b) Is the supply of 75% or more (by value) of repetitively used raw material and parts from external suppliers controlled by kanban?

Whilst you should provide a forecast of your requirements to your suppliers beyond their quoted lead time, kanban control means that the authority to ship their product to you must be your usage of their product. External suppliers may include inter-company supply and sub-contractors who process material for you. Some suppliers will be unable or unwilling to operate kanbans with you due to the size of your orders, or nature of your business. It is, nevertheless, well worth persevering with your supplies of higher value material. It can often be cost effective to go to a higher cost supplier who offers kanban deliveries.

Ans3b (is 75% of repetitive purchases on kanban?) Yes No
Comments:

Q3c) Have you eliminated the central storage of direct material and the kitting process?

Your stores do not use materials so why deliver material there, and keep it there, as you will only have to move it to where it is needed eventually. The users of material should be responsible for the storage of that material, including any goods-in checks that cannot be carried out by the supplier. Users should also be able to check that replacement of stock is underway if stocks get too low. Ideally, the vendor should be responsible for delivery to the point of use and should be able to decide when to replenish material when this is practical (direct material is any material consumed in the manufacture of the product).

Ans3c (has central storage of direct material been eliminated?) Yes No
Comments:

Q3d) Have you laid out the majority of your machines and equipment so as to minimise the distance between sequential operations?

In the old days a company would lay out equipment according to its function.  Thus four milling machines would put next to each other.  Functional layouts must increase the distance parts have to travel because work almost never passes between machines with the same function. You should always arrange machines and equipment in the sequence in which they will normally be used. Such a process based layout will sometimes decrease utilisation but the work in progress saving alone will more than pay for this in most cases, with additional savings in quality, costs and administration. The people who are responsible for work place layout, ideally the people who work in the area, have to take the trouble to think through the work flows before laying out the work place. The value of line-of-sight communication between sequential operations cannot be over stressed.

Ans3d (does workplace layout follow the flow of product?) Yes No
Comments:

Q3e) Have you reduced the set-up time between products to the point when it is economical to make your product in the quantities required for customer shipments?

Wherever possible, equipment should be dedicated to one product to eliminate the time and cost of changing from one part to the next. Where this is not possible or economic, set-up time must be kept as short as economically possible to avoid the trap of increasing lot sizes to gain "economies of scale". The old "economic lot size" calculation should be turned on its head to work out the "economic set-up time" for the lot sizes required by your customers. This is the target for your set-up time reduction group.

Ans3e (have set-up times been reduced to eliminate the need for over-production?) Yes No
Comments:

Q3f) Have you reduced lot sizes to customer shipment quantities throughout your company?

It is no good reducing or eliminating set-up times if you do not then reduce lot sizes. Everything that tends to push the lot sizes above the quantity required by the customer should be critically examined.

Ans3f (have lot sizes been reduced to shipment quantities?) Yes No
Comments:

Q3g) Have you an ongoing education and communication programme to inform existing employees and educate every new employee, whatever function he or she performs, in the value of world class manufacturing?

World class manufacturing is a programme of continuous change and change has to be carefully managed. It is important to take everyone along with the changes and so avoid the pockets of resistance that result from a lack of understanding of the changes and the reasons for them. It is also easy to forget new recruits who may have come from a traditional environment and so find some of the world class manufacturing ways of working difficult to understand.

Ans3g (is there on-going education for all existing and new employees?) Yes No
Comments:

Q3h) Have you trained the majority of the people who work in production in basic problem solving techniques?

As many people as possible who are involved in manufacturing should have an awareness of the basic 7 tools of quality (process charts, Pareto (80/20) analysis, Ishikawa (cause and effect) diagrams, histograms, run diagrams, statistical process control and check sheets). When problems occur in a world class manufacturing environment they tend to affect everyone quickly. If everyone can help to solve them you turn this enforced problem solving to your advantage. The training must be backed up with the necessary support and authority, given appropriate safeguards, so that as soon as the solution to a problem is found it can be implemented without delay.

Ans3h (are most production people trained in problem solving?) Yes No
Comments:

Q3i) Do employees take the initiative to move to the point of need?

Employees taking the initiative is a recognition of the "thinking worker" and helps reduce the level of direct supervision required by a team. Employees should never be "kept busy" doing work that is not needed.

Ans3i (do people automatically move to the point of need?) Yes No
Comments:

Q3j Is there is a programme in place to progressively reduce non value-adding costs?

A non value-adding cost is anything which adds cost but not value to the saleable product or services provided by the company to customers. Non value-adding costs are characterised by the 7 wastes of overproduction, waiting, transporting, inappropriate processing, unnecessary inventory, unnecessary motions and defects. To answer "yes" to this question, all the wastes should be investigated from time to time and at least one under active investigation now by a team or task force.

Ans3j (is there a non value-adding cost reduction programme?) Yes No
Comments:

Q3k) Are more than 50% of purchased items (by value) single sourced?

Single source supply is the only way to get the genuine, valuable involvement and commitment of your suppliers in your business. Long term commitment to suppliers and single sourcing makes you as important as possible to your suppliers and allows suppliers to engage in a continuous reduction of costs using value analysis techniques. Delivery to the point of use is not possible without single source supply.

Ans3k (are more than 50% of supplies single sourced?) Yes No
Comments:

Q3l) Is the decision to select a supplier based on the total acquisition cost rather than simply the price?

There are typically far more controllable costs in the purchase of material for manufacture than simply the price paid. If the principal performance measure for purchasing is the purchase price, many opportunities will be lost. There should be a programme for approving suppliers based on their quality, cost, delivery performance, product development, management and financial stability.

Ans3l (is purchasing performance measure based on costs not price?) Yes No
Comments:

Q3m) Is there a programme to reduce the number of suppliers to no more than 50 per buyer?

It is not possible for one person to maintain a good relationship and understanding with more than about 50 supply companies. The relationship should be developed with the supply company directly rather than through a distributor wherever possible to gain the maximum efficiency in the supply chain. The objective is a small supplier base of reliable companies working in partnership from the design stage, delivering frequently, in the quantities you need, directly to the point of use. To score on this point there have to be significantly fewer direct material suppliers than last year.

Ans3m (is there a supplier reduction programme?) Yes No
Comments:

4) TOTAL QUALITY CONTROL

Q4a) Are your customer returns measured in parts per million and down to 1,000 ppm or less?

No reason or excuse is good enough for failing to allocate the resources necessary to achieve this quality target. The cost of your rejects to the customer is far more than just the cost of replacing faulty parts. The damage to your reputation of poor quality can never be repaired. This quality target applies also to mistakes in the shipping and packing departments, invoicing and even such things as order confirmation.

Ans4a (are customer returns less than 1,000 ppm?) Yes No
Comments:

Q4b) Have you eliminated goods-in inspection on 90% of your repetitive material purchases?

Goods-in inspection of repeat purchases is only necessary if you don't trust your supplier or you test for different parameters. In either case, it is a duplication of effort. You must agree tests with your supplier that give you under 1,000 ppm reject levels. Your suppliers will find any problems quicker than you and so be able to correct them much faster. New purchased items will need goods-in inspection until the quality standard has been established. Auditing of all material is an on-going requirement for world class manufacture.

Ans4b (has goods-in inspection been eliminated on repetitive material?) Yes No
Comments:

Q4c) Have you reduced independent and off-line inspection to specialised equipment only?

Getting one person to do a job and then someone else to check it is not only wasteful but de-motivating. Every person or team that has a job to do should be able to check that the job has been done correctly and should be given the training, equipment and responsibility for doing so. The role of quality control is to audit quality and feedback long term process control information. Only if very expensive equipment, a special environment and/or very specialist training is needed should the quality control department be involved with routine testing. The role of quality control in world class manufacturing is an audit role.

Ans4c (do you practice self-inspection whenever possible?) Yes No
Comments:

Q4d) Have you 'foolproofed' critical jobs?

To reach parts per million quality standards, jobs have to be made foolproof. Foolproofing (called poka-yoke by the Japanese) means that either mistakes cannot be made or, if this is not possible, the equipment will automatically identify and/or stop when a reject part is produced. Foolproofing requires imagination and commitment to quality. There is no easy way to measure your degree of foolproofing except to ask yourself if the operations that could cause faulty products rely on human judgment.

Ans4d (do you have a culture of foolproofing equipment?) Yes No
Comments:

Q4e) Have you eliminated independent rework and rectification?

An independent rework or rectification process legitimises faulty work. It should not be regarded as a punishment for people to put right their own defective work but part of the principle that people are expected to produce work that is correct. Identifying and eliminating the cause of the faulty work must also be seen as part of the rectification process. The people in the best position to rectify the causes of faults are the people doing the work. Every fault found must be seen as an opportunity to improve the quality of the product, the basis of blame free quality control.

Ans4e (is any rectification carried out by the people who did the work?) Yes No
Comments:

Q4f) Have you cross-trained most personnel in all the jobs that affect the end quality of their job as seen by their customer?

There is no better way to improve quality than to have the same person carry out a job from start to finish. Whilst it is desirable for the same person to routinely carry out the whole process it is not always practical but it is the appreciation of the whole process that is required. Cross-training (or multi-skilling) is also very important to meet the rapid changes that will often result from being more responsive to customers' needs. Multi-skilling can be expensive unless spread over a period, so you should concentrate on your longer service personnel.

Ans4f (are most personnel cross trained in the whole of their process?) Yes No
Comments:

Q4g) Does everyone have authority to "stop the line"?

If quality is crucial to your success, there is no better way to drive up the quality than to give all employees the authority to halt the job or process if they are unhappy about quality levels. An employee must always choose to stop a process rather than pass on a known defect. Anyone who finds a defect must always pass it back to the person who made it.

Ans4g (does everyone have line stop authority?) Yes No
Comments:

Q4h) Do you audit the product and process quality inside the test limits?

You cannot gain the parts per million quality levels if your quality checks only sort the good from the bad, the passes from the failures. You need to know where the process is within the tolerance band, and then feed back this information, to give the people doing the work an early warning of possible failures and enable the processes to be fine tuned. The technique generally used is statistical process control carried out by the operational staff.

Ans4h (do you audit quality within test limits?) Yes No
Comments:

Q4i) Is there a mechanism to quickly and effectively receive and evaluate suggestions from all employees?

Everyone must feel that any ideas they have for the improvement of any task they perform or are familiar with will be welcome, and resources made available to evaluate their ideas if necessary. A formal suggestion scheme is neither necessary nor sufficient to score on this point neither is a reward scheme. It is an attitude which encourages innovation and involvement of everyone which is important. A company will score on this point if there is a regular flow of implemented ideas from the majority of employees.

Ans4i (are employee suggestions rapidly evaluated and implemented?) Yes No
Comments:

5) TOTAL PREVENTATIVE MAINTENANCE

Q5a) Are the majority of people who use equipment responsible for its basic maintenance?

The users of equipment are the first to know when their equipment is not performing properly and should also be the best people to know when it is fixed. It follows that if they can be trained in at least the basic level of fault finding and maintenance, this will be the most cost effective way of reducing down time. Users of equipment should have a real sense of ownership. It is easy to hide behind custom and practice, times are changing and so must we. Some people will not be suitable for such training but there should be a sufficient number of people in each group or team that are sufficiently experienced and committed.

Ans5a (is there a culture of self-maintenance?) Yes No
Comments:

Q5b) Do you monitor and continually work towards reducing equipment downtime?

Unreliable equipment is one of the most popular reasons for "safety stock" or "safety time" which increase costs and lengthen lead times. You cannot solve maintenance problems and keep them solved unless you know where the problem areas are and then monitor the effects of any changes. There should be a routine report of downtime widely circulated as well as a downtime reduction team.

Ans5b (is equipment downtime monitored and reducing?) Yes No
Comments:

Q5c) Do you have a preventative maintenance programme where it is possible?

You cannot afford delivery schedules to be dependent on unreliable equipment. If it is not possible or practical to have duplicate equipment then you have to do as much as you can to avoid equipment failures. Preventative maintenance can be based either on a maintenance schedule or, preferably, on condition monitoring of all critical equipment.

Ans5c (do you practice preventative maintenance where possible?) Yes No
Comments:

Q5d) Do you have an active policy to help keep work areas clean, tidy and uncluttered?

It has been shown time and again that tidy work areas reduce the frequency of errors and delays. Most world class manufacturing companies have regular inspections of their work areas and continually look for ways to tidy up their processes.

Ans5d (do you have an active housekeeping policy?) Yes No
Comments:

Q5e) Do equipment selection criteria include consideration of quality, set-up time and reliability in addition to any other considerations?

Every piece of unreliable equipment adds cost, lead time and uncertainty into a manufacturing process. The decision to purchase or replace equipment must include all the factors that could increase waste if world class manufacturing standard are to be achieved and/or maintained.

Ans5e (does quality, set-up time and reliability influence equipment selection?) Yes No
Comments:

6) Design and Development

Q6a) Are engineering changes fed back to the originators of the design to avoid repetition of problems in future products?

A key element in design for manufacture is an evaluation of existing designs. Unless designers are aware of changes required to current designs, future designs cannot benefit from the lessons learnt in the past. Self-inspection and rectification of your own mistakes is just as important in design areas as it is anywhere else.

Ans6a (are designers responsible for the maintenance and correction of their designs?) Yes No
Comments:

Q6b) Does the design of products include a consideration of the manufacturability of the product?

The design of all products and processes should include manufacturing considerations such as current equipment, suppliers, existing parts, subassemblies and ingredients. In many cases manufacturing, marketing and purchasing functions should be involved at the design stage to ensure, as far as possible, designs are manufacturable.

Ans6b (are new products designed for manufacturability?) Yes No
Comments:

Q6c) Are currently approved suppliers consulted during the design process and monitored to improve existing designs?

The suppliers of material or components are a valuable resource. In many industries suppliers are allowed to design the component and assist in the specification of materials they will supply to give lowest cost and maximum reliability. Improvements to components you are currently purchasing should be evaluated to see if your end product can be improved so that you keep your products competitive.

Ans6c (are approved suppliers involved in your design process?) Yes No
Comments:

Q6d) Is there a programme to reduce the time to bring new products to market?

Reducing the time it takes to move from the start of a design to the first shipment of reliable product which meets the specification is a powerful competitive weapon. Unless the time to market is monitored it is unlikely to be improved. Reliability of the product should be established before the product is shipped.

Ans6d (is time to market monitored and reducing?) Yes No
Comments:

Q6e) Is new product development integrated into the manufacturing planning system?

There are few areas that universally cause problems in manufacturing as much as new product introduction. New product introduction should be an agenda item on sales and operations planning. Planning for the introduction of a new product should start, using the regular planning system, as soon as design starts. Any material ordered for a new product must use its proper intended part number.

Ans6e (is new product development integrated into the manufacturing planning?) Yes No
Comments:

Please complete some general details about the part of your company about which you have answered the above questions :
 

Do you make to stock?	Yes No
Do you make to order?	Yes No
Do you configure or assemble to order?	Yes No
Do you engineer to order?	Yes No
Product or service offered
Your name
Job Title
Company name
Town
Country
Phone no.
Your e-mail address
Number of people employed in this section or division

Planning Method
How do you currently plan? (e.g. manual, spreadsheets, planning software) if you currently use planning software please state the name of the package and release number if known.

If you are using planning software, how frequently do you run the MRP or Bill of Material explosion? (e.g. daily, weekly, monthly)

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