Episode 402: The Main Event: Production Orders vs Assembly Orders

Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:01):
Welcome everyone to another episode of Dynamics,
corner Brad.
I need to build something.
What's the best approach?
I'm your co-host.

Speaker 2 (00:09):
Chris, and this is Brad.
This episode was recorded onJanuary 10th 2025.
Chris, chris, chris, you buildthings.
I didn't know you build things.

Speaker 1 (00:19):
Ikea tables.

Speaker 2 (00:22):
But that is a good question because within Business
Central, did you know that youcould use assembly orders and
production orders?
And with us today we had theopportunity to learn the
differences between productionorders and assembly orders and
when you may want to use eitherone of those.
With us today, we had theopportunity to speak with Jen
Klarich.

Speaker 3 (01:01):
Hello, hello.

Speaker 2 (01:06):
Hello, good morning.

Speaker 3 (01:08):
How are things?
Excellent, excellent.
How about yourself?

Speaker 2 (01:10):
I'm good happy new year.

Speaker 3 (01:11):
You celebrate new year's up there that is a common
one, yes, but I also do notreally know the origin of that
that of new year's, the canadiannew year just in general.

Speaker 2 (01:27):
No idea, don't have any clue, no I have a little
clue, and my clue is that it's anew year well, that like I, I
guess.

Speaker 3 (01:38):
But who formalized it and when did they do that and
where did it start?
Start Like, tell me more, brad.

Speaker 2 (01:44):
I'm thirsty for the knowledge.

Speaker 1 (01:46):
Chris, help those are good questions Help us.

Speaker 2 (01:51):
But the other thing in honor of this conversation,
we made it feel like Canadawe're paying honor.
We made it feel like Canadadown here.
Oh, because it is so cold.
I don't know what to do.

Speaker 3 (02:08):
Yeah, you're just not leaving your home at any point.

Speaker 2 (02:11):
I'm embarrassed to say, but I didn't leave for the
past two days.
Wait, no, I did go outyesterday for a little bit
Earlier in the week.
Yeah, forget it, take that back.

Speaker 3 (02:24):
I am like contemplating my whole life at
this point, because there's lotsof times, because I work from
home, that I don't leave forlike four days or five days.
So I'm now worried, like is islike glorophobia coming into
play?
Like am I like what's happening?
Because if two days is a lot,well, don't you get excited
though on the weekend so likeyou're coming on the weekend

(02:44):
like you have Like what'shappening Cause if two days is a
lot.

Speaker 1 (02:45):
Well, don't you get excited though on a weekend, so
like you're coming around theweekend, like you have to get
out of the house, like I forcedmy family to get out of the
house because define leaving thehouse define leaving the house
when I when you say leaving thehouse, I mean literally stepping
outside, because there aretimes where I'll go a whole
entire week where I don't leavemy property, but I do spend a

(03:05):
lot of time outside so I'm atleast getting the sunshine,
fresh air, and I'll do yardstuff or I go running or walking
or such.

Speaker 2 (03:15):
Well, I guess running leaves my property, but I'm
saying physically not getting inthe seas, it's, it's all I
leave.

Speaker 1 (03:19):
We literally go somewhere.
We go somewhere because it'slike I'm here five days a week.
I need to get out, and then wewould either go to the next town
over or find something like alittle tiny museum, whatever
that is just to get out of thehouse.

Speaker 2 (03:35):
Yeah, you do need those activities like the small
town visits or doing somethingto step away.
But not leaving the houseduring the week for me is very
common, because it is achallenge.
Working from home, because youget up, you do your routine or
whatever.
Maybe you work.
Then at the end of the day itgets dark now because it's
winter, and even down here it'sdark, not as early as as you

(03:57):
northerners, but when I'm hereyeah, 4, 30 it's dark.

Speaker 3 (04:00):
You go to work basically in the dark yes, home
in the dark, like you know, notquite as bad as like, say,
alaska, but it's true, like atthe end of the day, like I find
that around my like 3.30, 4o'clock meetings it's like the
sun is going down.
So by the end of the call at 5o'clock I have like a little
candle lit to be like okay, well, let's circle back is that?

Speaker 1 (04:23):
what is that what you have in canada?
Just candles?

Speaker 3 (04:25):
no, no, you know, just for energy efficiencies and
things.
But we, it's like it getsprogressively darker.
But you know you're meeting tomeeting so you haven't taken the
time to just even go flick on alight so that when yes it does
get darker.
But then to your point, you'relike, okay, now it's the end of
the day, you go get into youryou know pajamas, maybe your

(04:46):
comfies oh, you never left yourpajamas or maybe I do I do have
jeans on I am somewhatprofessional okay, but uh, you
know just I was nervous.
I was gonna say it's not toocrazy but, um, yeah, and then
you, you know you have yourdinner, you unwind.
You, you know you have yourdinner, you unwind, and before
you know it, you're like, okay,well, it's time to trot up to

(05:08):
bed.
So but we have what I wassaying like we have an old
schoolhouse, we have a lot of,like wood burning fireplaces, so
we'll go out a couple times aday to, like you know, grab
extra pieces of wood and then,because we do rescue the feral
cats, because we were going totalk about that, I have like an
outbuilding where I segregatethe feral cats from my indoor
cats.
So you know, we truck it.

(05:28):
So I, I do brad, get the freshair and the vitamin d, that's
good, yeah, and that's good.

Speaker 2 (05:34):
The other challenge good though chris on the
activity well, maybe you canstart this week and take the
cats out for a walk.
Put a leash on them, put themin the car.

Speaker 1 (05:43):
Yeah, take your cat to the museum okay.

Speaker 3 (05:46):
So would you judge me , brad, if I said I already do
that and, chris, excellent idea.

Speaker 2 (05:51):
I will jot that down I would not judge you because
one I already do, because you'refrom canada, so that just
supersedes any judging two yeahI think it would be good that
you do something like that Threeup north, because of the cold,

(06:12):
dark and the wind, come 4.30, itfeels like midnight.
So I am right there with you.
Come that time, I feel likejust going to bed because it
feels like it's so late.
And then the other point yeah,and it's cold, oh it's miserable
.

Speaker 3 (06:25):
That's why I'm like just going to bed, because it
feels like it's so late.

Speaker 2 (06:26):
And then the other point yeah, and it's cold.
Oh, it's miserable.
That's why I'm here, but thecold came with me.

Speaker 3 (06:34):
I was going to say, though, you know, I feel like
there's a really clear boundarywith the US and Canada in your
mind, right?

Speaker 2 (06:41):
It's called the border?

Speaker 3 (06:45):
Yeah, but she's from Canada, so she's on the wrong
side of the tracks.
Well, but isn't it a time tounite?
You know like?

Speaker 2 (06:50):
are you saying you want to become?
Are you saying you want to be astate?

Speaker 3 (06:54):
no, no, is this what you're saying?
I'm saying why don't you comeover to canada?
It's a little cold, but I thinkyou know, come over this way
she said unite.

Speaker 1 (07:06):
I did that.
I'm bringing politics into us.

Speaker 2 (07:09):
I am only giving you a hard time because I just like
to no offense to canada, becausepeople will probably be angry
with me and chris put me up toit, but I think you should take
Minnesota and Wisconsin andwe'll just call it Okay.

Speaker 3 (07:26):
Okay, Really Like any special reason or just like as
an olive branch we next in?

Speaker 2 (07:33):
are you going to be at two directions?

Speaker 3 (07:36):
Yes, yeah.

Speaker 2 (07:37):
Okay, when, uh when we have the meal.
Chris, we owe her a meal, bythe way.
Um, just to let you know andwe'll hold it to it and it will
be part of our CanadianThanksgiving that we're going to
celebrate late.

Speaker 1 (07:49):
I'll give you the reasons why.

Speaker 2 (07:52):
I think, that those two states should become part of
Canada.

Speaker 3 (07:58):
Oh so I have to wait.

Speaker 2 (08:00):
Suspense.

Speaker 3 (08:00):
The suspense.

Speaker 2 (08:03):
You have three months to wait.

Speaker 1 (08:05):
You can read up on those dates and you'll probably
figure it out.

Speaker 3 (08:08):
I'll figure it out.
So I have to actually come tothe dinner and guess the reasons
Right.

Speaker 2 (08:13):
Yes.

Speaker 3 (08:14):
Okay, fair enough.

Speaker 2 (08:16):
Don't be upset if dinner is one of those little
street carts.

Speaker 3 (08:19):
That's fine, I'm not picky, I'm not saying we're
going to one of these.

Speaker 2 (08:24):
We're not going to the michelin restaurant out in
vegas.
Uh, for this, this repaymentthat's fair.

Speaker 3 (08:28):
That's fair as long as it's not like a mcdonald's.
You know streetcar, though,like I, don't I nothing.
I was gonna say street meetsfine, but let's edit that out.
No, no listen listen.

Speaker 2 (08:45):
No, we're not editing that out, we're not.
No, we have no filter.
I will say, though, food truckswhen I say a streetcar, I mean
like one of the food trucks I.
They're amazing.
Some of those are absolutelyamazing.
Where it's?
I will seek them out.
And sometimes some venues orsome places will have activities

(09:07):
where they have multiple ofthose food trucks and I love
that.
That's one of the things I liketo do on the weekends, for
example, is if you go to theselittle, I don't call them fairs
because they're not really fairs, but they call them like those
fairs, no, but like a fest right, yes, or some event in that
event where there may be, we'llhave some food trucks, and I

(09:27):
love it because I like to eat,but yeah we.
We didn't want to talk about theweather or your desire to
become a us citizen.

Speaker 3 (09:35):
Uh, next time there's no desire to be fair, there
isn't.

Speaker 2 (09:39):
I love canada, you know are you born and raised in
Canada?

Speaker 3 (09:44):
Born and raised.

Speaker 2 (09:45):
Yeah, Always in the Toronto area.

Speaker 3 (09:48):
Yeah, primarily just about like an hour kind of.
I actually live in like theCambridge Kitchener Waterloo
area, which is an hour fromToronto, but it's also an hour
from Niagara, where I live now.
So I've always lived aroundhere, but it's close to Buffalo
so you know when I'm feelingitchy I can jump over the border
.
It's like a half an hour away.

Speaker 2 (10:08):
That's not bad.
So you get the taste of the U?
S.
You're practically American.

Speaker 3 (10:12):
Sometimes, yeah, practically Right, yeah, dual
citizenship.
But I can like zip over and getthings that you guys have that
we don't like food products,stuff like that.
Are you allowed to get apowerball, which is some food,
some food you can't?

Speaker 1 (10:28):
no fruits, right, like limited in fruit I know
coming into.
Yes, you can't take certaintypes of fruits.

Speaker 2 (10:34):
I understand why because a lot of that is bugs,
like a lot of the invasivespecies will come with foods.
But I have not to jump around.
I do have so many questions foryou because yeah of your
expertise.
Uh, but you live in an oldschoolhouse.
Do you have like chalkboardsand stuff on the wall?

Speaker 3 (10:53):
no, I don't, but not anymore, but it I do live in an
old schoolhouse.
So it's in 1883.
So it's like amazing, like Ilove it.
I love like just knowing thatkids came here.
People will stop by and say youknow, I used to the the coal
stove was here and I used tocome in and I was the one that
had to stoke the coal in themorning.

(11:14):
Or you know, I used to comehere.
There's names etched into thebrick of the kids who used to
come.
Like that, just for me, I lovehistory I I like history.

Speaker 1 (11:24):
I love that nostalgic and that's amazing, I love that
Nostalgic and historical.

Speaker 2 (11:26):
That's why I love Boston, because Boston has a lot
of history, because it's thesame type of thing there's a lot
of in New England.
There's a lot of old buildings,you know, back from the 1600s,
1800s, and you're like whatfascinates me with that and you

(11:47):
have to really think about it alot of those buildings were made
before tools, beforeelectricity, right before
lighting, and to see theconstruction of what they had
put together.
because they didn't have powertools and they didn't have a way
to whip up these blades to cutthe wood right, they had to.
You know, if you really thinkwhat someone had to go through
to build structures prior totechnology, right, what do they

(12:09):
call that error?

Speaker 1 (12:09):
Oh for sure, and their story too, like the people
that you know put that togetherwhat they live, what their life
was like.

Speaker 2 (12:18):
I love that stuff, chris.
We'll have to make a field trip, it is.

Speaker 3 (12:20):
It's super cool.
You should, if you're ever inthe area like come on by,
because it's super cool.

Speaker 2 (12:22):
Yeah, I love it If you're ever in the area like
come on by.

Speaker 3 (12:23):
But we've done like some renovations just to kind of
bring it to modern, likestandards, like we put a heat
line and stuff.
But when you take down some ofthe walls, like some of the
beams, you can tell they're, toyour point, all entirely
different Because they justfound a beam that fit that space
.
So some are long, some areshort, some are thin, whereas

(12:46):
like now you know, you just cutthe beans to the size you need
and everything kind of fitsperfectly in the, in the
insulation there would be likenewspaper or yes, just to your
point.
They just I think they call it ahorsehair plaster and yeah, so
they just used to your pointlike what they had what they had
and what what could work, yeah,so it's been interesting to
kind of do little projects hereand there and then see like you

(13:06):
said uncovering things.
Yeah, my husband is convincedthat one day we'll take down a
wall and find just like a loadof cash that is, just like some
old person who like hit it andforgot.
We have yet to find that, butother cool, interesting things
we've found I want.

Speaker 1 (13:23):
I was just going to ask you found anything?

Speaker 2 (13:25):
interesting.
I've been into old houses, oldbuildings and you find some
great stuff yeah, like how to dothings.
I went to a place the other day.
You know what I saw on the wallthey had an old can opener,
like the can opener that screwedinto the wall and it kind of
flapped out.
I'm like this is like back fromthe 1950s 1940s.

Speaker 3 (13:47):
It's amazing it brings you back in time.

Speaker 2 (13:49):
Yeah, it's super cool it's great and life was much
easier then, I believe yeah, Ithink there were challenges,
they had separate challenges,don't get me wrong.
I mean we have modern medicine,we have some conveniences, but
with those conveniences alsocomes more time, responsibility,
you know, focus and stuff.

Speaker 3 (14:08):
It's like simpler times, I would call it.

Speaker 2 (14:11):
Right.

Speaker 3 (14:11):
Like things were what they were, you accepted what
they were.
You weren't like always chasingthe next thing.
There was like a certainappreciation, I think, for what
you had, whereas like now withtechnology and like social and
stuff like that, I think peopleare always chasing something
more.
But I do find that, like youknow, there was a woman actually
.
She came and she brought likeall the pictures from when they

(14:32):
converted it from a schoolhouseto a house and like just telling
the stories and things likethat.
There was just like a lot ofgratitude back then, you know
they live in the moment, whichis really nice.

Speaker 2 (14:43):
And I mean there were , it wasn't as much.
I mean they did have crime,they did have other things.
I don't want to say it was atime when, uh, when I'm going to
the next thing perfect itwasn't perfect, but it was also
very community.
So if you could go to yourneighbor and say hey, can you
help me?

Speaker 1 (14:56):
build a barn right everybody have those barn
raising parties.

Speaker 2 (14:58):
Yeah, ah man to be able to go back and see.

Speaker 1 (15:06):
Live in a small town.
It's very similar.
Everybody knows my neighborhood.
Living in a small town is great, chris, as close as you can get
and you live in a great area.

Speaker 2 (15:17):
I would like to live in Chris's deck, just live on
his deck.
I could live on his deck.

Speaker 3 (15:21):
Literally you could live on his deck.
Oh, I want to see it.

Speaker 2 (15:25):
We'll have to do tours after this recording.
We'll do, we'll do some housetours in the summer, though,
because then oh yeah, it's kindof gloomy right now yeah, but we
don't want to go outside thatlong now, no, no, but still,
chris, even in the, in the areathat you, the rural area that
you live in, you still have liketechnology, you have the
internet and yeah, that's apoint everybody is.

(15:46):
I do feel like everybody'salways looking for the next best
thing and not appreciating whatthey have and not.
And then they realize theyalways want the next best best
thing, because sometimes youalready have the best thing, if
you realize what I'm saying andyep sometimes you have to take a
step back and say it is thebest thing.
All right, but enough of this Icould talk about this we're

(16:07):
getting deep we are.
But before we jump into theconversation, would you mind
telling us a little bit aboutyourself outside of the feral
cats in the schoolhouse, andthat you're from canada yeah,
just like.

Speaker 3 (16:21):
So basically I've been in manufacturing since like
forever like 20 years or so andI started off just as a
basically hey, here's a filingcabinet and here's drawings and
we need you to put it into Excelbecause the company was taking
an old DOS-based system andmoving them to an ERP.
So I just started basicallythat way to an ERP.

(16:46):
So I just started basicallythat way and then I learned
about all the tables and howdatabases integrate and you know
just how things run togetherand I just learned the system.
I wasn't afraid of it, I wasn'tafraid to play with it.
So I sort of became theirin-house process improvement
person.
And then the company that Iwork for now so I've been with
Sabre for over 16 years, since2008,.
They were actually the partnerthat was implementing for us.

(17:06):
So when I left that company theywere like hey, have you ever
thought about consulting?
So I've been doing consultingsince 2008 in the manufacturing
space on a different ERP system,one called Visual, and then we
actually got into GP for aperiod of time.
So we did manufacturingimplementations in the GP space

(17:26):
for a few years and then westarted looking at it and
thinking like, is GP really theright product for manufacturing.
So kind of came to theconclusion that really no, we
should be in the NAV space.
That's more the right product.
So then we moved to NAV andthen Business Central.
So been doing that, like I said, since 2008.

(17:47):
And just through the jigs andthe reels over the last 16 years
I've worked my way to be thevice president of the ERP
practice at Sabre.
So the whole ERP implementationside of the business runs under
my umbrella.
So that's sort of my day-to-day.

Speaker 2 (18:03):
Excellent.
It's a lot of responsibility.
It's a lot of responsibilities.
It's a lot of responsibilityand it's nice to see the
progression.
I like to hear the history ofindividuals that work within the
community.
Again, the community it's large, but it's small.
I feel like everybody knowseverybody, or at least it's
coming across everybody.

Speaker 3 (18:17):
I always say that.
And it's nice, yeah, and what'sinteresting, I think, about me
is that I've been with Sabre forso long.
Like sometimes you find, likeyou said, it's a large space but
it's small because you see thesame people.
But you know you move around,you want to do different things
and go to different places, butI've sort of been with Sabre for
a really long time but you getto know a lot of really great

(18:38):
people and that's why I lovewhat you guys do, because it's
so interesting to hear theirdifferent perspectives and
different areas of expertise andit grows so much and it's such
a good way to keep up with thefeatures and you know all the
integrations and the ecosystemand everything that's going on.
So it's like you said, it'ssuper big, it's always changing,
but it's tight-knit and I feellike it's very like everyone

(18:59):
always wants to help each otherand share knowledge, which I I
think is cool.

Speaker 2 (19:02):
It is.
It's really cool and with that,so I couldn't think of anybody
better to ask than you.

Speaker 3 (19:12):
Yes, okay, yes.

Speaker 2 (19:15):
So within Business Central we have the
manufacturing I guess you callit module or manufacturing
portion of it right whensomebody can produce product
using production orders.
Also within business central wehave assembly orders right and

(19:36):
I often get asked what's thedifference between a production
order and assembly order?
When would I use a productionorder versus an assembly order?
What are the differencesbetween the two?

Speaker 3 (19:50):
Right.

Speaker 2 (19:50):
And the questions go on and on and on.

Speaker 3 (19:53):
Right?
So we get asked that a lot too,especially because we're in the
manufacturing space, and a lotof the times, if they don't have
a service component of theirbusiness, they're really trying
to figure out do I need thepremium license or an essential
license?
Right, because that's one ofthe key differences between
using production orders andassembly orders is that
assemblies are included with anessential license, whereas if

(20:16):
you want the production ordersyou need the premium license.
So that's one of the keydifferences.
So if you start with sort ofhow are they the same?
They both are supported by MRP,so they both can be considered
supply or demand.
You can do multi-level assemblyorders, multi-level production

(20:36):
orders.
You have the ability toobviously create bills of
materials and add items to bothbills of materials and add items
to both.
You can make to stock or maketo order.
Like those things are the same.
I would say some of the keydifferences would be and these
would be the questions that Iwould ask how interested are you
in capturing labor right, likecapacity planning, labor

(21:01):
collection?
Within an assembly order, youcan add resources.
Resources can be people or theycan be machines, but you're
really just going to backflash astandard At the end of it on
the production order side you'dhave the ability to say well, I
have a work center, in that workcenter I have individual
machines and you want to look atthe capacity between the work

(21:23):
center group as a whole as wellas individual machines.
And you want to look at thecapacity between the work center
group as a whole as well asindividual machines.
You want to do things likecapture, setup time, run time,
wait time, move time.
You can't do that in anassembly, you can only do that
in a production order.
Like I would ask them questionsabout the capacity planning

(21:43):
side, like how do you need tosee it move things around?
And we can get into each ofthese kind of in more detail as
we go.
But the second thing I would askthem is how real time that
order needs to be.
So with an assembly you'rereally just you have an assembly
, you produce something, so yourability to status that and say
this is in the queue versusactively being worked on, your

(22:07):
ability to consume materialbefore you've output a finished
good you need a production orderfor that.
So you can kind of get morerealistic costs, I would say.
And then my third considerationwould be whether or not you
subcontract.
Whether or not you subcontract.

(22:28):
So if you send parts out forthe routing or the labor to be
produced by a vendor, productionorders are better suited for
that.
So ideally I would say anassembly is more for like a kit
scenario.
You really care about inventorycontrol and then production
orders.
You care more about capturinglabor, the labor being real time
capacity planning.
You're maybe dealing withscheduling concerns.

Speaker 2 (22:51):
It's more details on the writing side.
That was a good quick overviewof production orders and
assembly orders and I think wecan be done now.

Speaker 3 (23:01):
Yeah, really, I mean we're good, that was perfect.
Let's go back to the cats?

Speaker 2 (23:06):
No, I'm just kidding.

Speaker 3 (23:07):
Yeah, let's go back to the cats On the like each of
them though you, you.
There's differences too, right?
So if you look at a bill ofmaterial, so for a kit or an
assembly, you can't do what'scalled a phantom inside of an
assembly.
So that means that you havesomething that you're, you have
a bill of material for.

(23:28):
It's a component inside of your, your bomb, but you never
actually stock it or you neveractually scrap it.
So you actually don't need tocreate the item, but you want to
have a bill of materialassociated so that you can blow
out the demand, the ability toadd a negative like you can't do
that.

Speaker 2 (23:46):
See, I've heard that word before.
So a phantom bill of materialis a bill of material for an
item that you don't produce, butit's just a collection of items
that you can group for planningand inventory.

Speaker 3 (24:01):
Yeah, so let's say you have a bomb and there's a
component on that bomb a bill ofmaterial we don't have bombs
here.

Speaker 2 (24:09):
I mean, we have bombs bill of materials, but we don't
have bombs I know let's use thefull.

Speaker 3 (24:14):
We got to use the full word one time I was in a
meeting and because themicrosoft, you use these
acronyms all the time, right, Ikept saying isv and the guy said
what is an ISV?
Stop using it.
So I had to be cognizant to usethe full word.
But a bill of material.
So within a bill of materialyou may have a component that

(24:36):
you have like more componentsfor.
Think of it as like amulti-level bill of material.
But you don't actually producethat component in the bond.
You just you have a bunch ofraw material that you collect,
you put together.
But think about it when youbuild Lego you immediately take
that thing and you keepassembling it into its parent or

(24:57):
whatever you're making for.
So it would allow you to.
In Business Central you couldcreate a production bond for
that item.
You could list the componentsthat you need for that item,
meaning you could manage justone area.
If that bond changes, bill ofmaterial changes.
But then you never actuallyhave to create an item card for
it, you never need to output itand put it on hand and consume

(25:21):
it.
So your inventory control ofthat phantom level, you don't
need it but you can manage abond for it.
I get it.
So your inventory control ofthat phantom level, you don't
need it, but you can manage abomb for it.

Speaker 2 (25:28):
I get it.
So it's almost like you hadmentioned.
If I'm putting somethingtogether, I take all of the
pieces.
I have to first put these threethings together before I can do
the rest of it.
Is that a good way to think ofit?
So?

Speaker 3 (25:41):
I still have the inventory.

Speaker 2 (25:44):
I don't need to create an item for it.
I don't need to plan for it.
I need to plan for thecomponents, but it's part of the
process of building it.
I need to build this thingmaybe first, but build this
thing with these pieces together, then take what is completed
and then use that to continuebuilding my product.
Is that a good?

Speaker 3 (26:03):
that's right but that's a good way to think of it
, but you don't.
But that's a good way to thinkof it, but you don't like.
My key thing is that once youtake those components and you
put them together, do you needto actually put it on a shelf
for some period of time?
Like, do you need to know thatit's there, you know, for
inventory valuation perspective,or just to consume it later or
to scrap it?
Like, if you take a bunch ofcomponents and you collect them,

(26:25):
you put them together, but thenyou just immediately use that
little weldment or sub-assemblyto build something else.
You just keep building it.
So, from a planning perspective, if you were to look at your
bill of material, you might seea phantom line which has an ID,
but when you actually ran yourMRP or your material

(26:46):
requirements, it would actuallytell you just to purchase or
produce the components.

Speaker 2 (26:51):
Got it understood right.

Speaker 3 (26:54):
So in an assembly there's isvs that will allow you
to do that what's so?
Ben cole.
Oh, I know sorry.

Speaker 2 (27:02):
Independent software vendor we're gonna get out there
no, I, I say that in jest, butit is.
It's true.
When we have conversations withthe acronyms, I do it myself I
know it's, it's it's assuming alevel of understanding, and I
was just on a call with somebodywho was new to business central
and sometimes you forget afterworking with it for so long the
terminology is quite differentthan what many expect, so it's

(27:28):
almost like you have to have alanguage lesson when you first
start in implementation, becausethis is what we mean.

Speaker 1 (27:34):
There's people that don't even use VAR.
Some people use VAR and somepeople just say partner too.
So that's kind of changed.

Speaker 3 (27:42):
Well, and it's good for you guys to do that is to
like reset the expectation, tolike what are they calling it
today?
Right?
Because to your point, Chris,it does change.
So it's like does that stillmean the same thing?
That I thought it was yesterday, but yeah, so for the
independent software vendorsthey would be like the little
apps that can plug in.

Speaker 2 (28:00):
So on the assembly side there is apps like ben cole
from erp connect has one calledadvanced assemblies I'm gonna
stop right there, I'm callingben after this and I'm gonna
tell him that he needs to likeben.
You need to give us kickbacksor something, because we've had
several episodes in a row.

Speaker 3 (28:19):
Now they have such great products.

Speaker 2 (28:21):
Everybody's brought up ben and it's like oh, ben
cole has this, ben has this.

Speaker 3 (28:26):
So I'm gonna call ben after this yeah, he's like a
little celebrity, I guess, inthe ecosystem, but he does have
things like the ability to dophantoms, the ability to do
version control, which issomething that production like
the ability to do phantoms, theability to do version control,
which is something thatproduction bombs allow you to do
, but you can't do them inassemblies.
So sometimes you can look at,well, what are the key things
that production needs that isn'tin an assembly and then just

(28:50):
get a little independentsoftware solution to be able to
plug in or, depending on howmuch of that, you might just
need the whole premium module.
Okay, so I'm trying to keeptrack of the differences between
as you're speaking thedifferences between production
orders and assembly orders.

Speaker 2 (29:07):
So I just want to try to reset for a moment.
First thing is licensing.
So with business centrallicensing a difference is you
need the premium license If youwant to use production orders
and manufacturing.
You just need the essentialorders.
If you want to use assemblyorders, only Right.
So that's one of the firstthings.
From a use case point of view,production orders have routings

(29:33):
and you can track capacity aswell as labor time and labor
right.

Speaker 3 (29:41):
So I would say that both have the ability to track
labor.
Assemblies allow you to addresources which a resource you
would just say is a machine or aperson, and then you can put a
time to it If you want.
On production orders you canadd either a work center or a

(30:02):
machine center, so you can havethat kind of big view or down to
the machine level view.

Speaker 2 (30:08):
Okay, so a work center would be a department,
potentially right, so you mayhave a department for casting
assembly or something.
Or yes, welding.
And then the machine centerswould be welder one, welder
machine two, welder machinethree, within that work center
for welding.

Speaker 3 (30:27):
You could do that, yeah, or you could have a work
center.
That's just.
I set up a work center forevery single machine that I have
and that's how I want to trackit.
But you can see you haveflexibility there.
You also have the ability tosay, instead of just one overall
resource time, which is whatyou would get on an assembly, on
a production order, you couldbreak out this is the setup time

(30:49):
for that step, this is the runtime for that step, here's the
wait time, the move time.
So it allows you to have a lotmore detail in your routing.
You can also do things like afixed scrap quantity.
So if you're in an environmentwhere you say, well, I have a
first piece inspection, everytime I run this, I need to

(31:10):
produce an extra piece, you canassociate that type of thing.

Speaker 2 (31:15):
So production orders allow for scrap, assembly orders
do not.

Speaker 3 (31:21):
Right, yeah, like, like I said, resource time is
really just like very basic.
You want to get a little bit oflabor cost in, but you're
really not trying to analyze itor break it out into too much
detail.

Speaker 2 (31:33):
Okay, understood.
And then you also saidmanufacturing orders have
subcontract capabilities orsubcontractor capabilities, and
assembly orders do not.

Speaker 3 (31:46):
Yeah.
So for the production side ofthings, I would say that you've
got the subcontract worksheetwhich is in the premium.
It works with production ordersit's really designed for I am
sending out a specific routingstep or work center to a vendor
for outside work.
So on an assembly, could Iindicate that I've got a

(32:09):
resource that is an outsideservice vendor?
Sure, but collecting the actualcost from a linked purchase
order back into assembly I can'tdo that very well.
If I were to have a productionorder, I can indicate that I've
got a work center.
That work center would have avendor associated to it.

(32:30):
So it's very clear to everybodythat this is something that we
don't do internally for labor.
This is something a vendor does.
And then you have similar tothe worksheets inside of
Business Central.
You have what's called asubcontract worksheet where you
can run that and it willcalculate for you of all of your
released production orders.
So we'll get into this.

(32:51):
But you can status productionright, like is it released
versus is it just in the queue.
But for every releasedproduction order, what do I need
to send out to vendors?
You create a purchase order.
That purchase order is linkedback to the work center and that
production order and then whenyou post that purchase invoice,
that actual cost will go intothe production order.

(33:14):
So it allows you a lot moreaccurate costing for that
subcontract service.
So it's just a lot betterdesigned for it.
I would say so.

Speaker 2 (33:24):
You had mentioned production orders can have
status codes so you can trackthe orders by where they are,
and some of them were planned,firm, planned, released,
finished.
What are they?

Speaker 3 (33:37):
There's another one right gonna tell you let's,
let's do.
He's always trying to test me,chris, we should test him right
now.
No, I'm just, I'm not trying totest you.
I'm just trying to get a betterunderstanding of you were
telling me earlier, when I meetyou in vegas for dinner, I have
to tell you know why you'regiving me certain states.
So I was just teasing with you.

Speaker 2 (34:00):
I see, I see what this is, yeah.
So on the assembly order side,chris, we're just deleting this
episode yeah, just throw it out.

Speaker 1 (34:08):
It's just for us.
It's trapped.
This is just for fun now.

Speaker 3 (34:11):
But the assembly orders, they're kind of they're
created and you output to saysomething's produced which would
consume the material, but thenit's just finished once
everything has been output, onceyou've made everything you're
supposed to make.
That's kind of.
So it kind of gets created andthen it goes into a black hole.
Now, with a production order,you can create a simulated

(34:34):
production order which is reallyjust for like quoting,
estimating, trying to figure outhow costs would come.
The planning worksheet cancreate you a planned production
order, meaning that it'ssomething that probably is
needed.
You're planning for it butnobody's committed to it.
Think of it maybe like that.
Then you can do a firm plannedproduction order, which I like

(34:59):
to think of this as I'vecommitted to making it.
It's firmed up, I will make itfor this quantity, this item,
this date, but it's not activelybeing worked on, so it's like
in the queue.
If you will, then you canrelease a firm planned
production order or just startit as released To me.

(35:20):
That indicates I've released itto the shop floor.
Somebody's working on it.
So if I want to increase thequantity, if I want to change a
material or a work center, Iknow I have to go and find it,
figure out where it is and maybechange paperwork and change it
in my system, and then there's afinished status.
So you've got a lot morestatusing capability to be able

(35:42):
to indicate well, where, like,has this even been started?

Speaker 2 (35:47):
Got it and so a simulated production order is
for costing.
So if you wanted to putsomething together to make like
a cost sheet I've heard peoplesay they wanted to do cost
sheets right.
So is that what you would use asimulated order for?

Speaker 3 (35:58):
Or quote yeah, like maybe you're quoting a new
product line and you want to addsome items and some work
centers to it to figure out whatyour material and labor cost
would be.
You know, for the purposes ofquoting, but you're not going to
transact against it, you're notgoing to consume against it,
you won't build against it.

Speaker 2 (36:15):
It's really just for the purposes of figuring out,
like potentially, at like, whata cost could look like okay, and
then a planned and firm,planned, released orders, uh
orders that you're working on oryou will work on, and then yeah
, I would say release would be.

Speaker 3 (36:31):
You're working on it.
Released is finished.
Order you're done finished.

Speaker 2 (36:34):
What is that?
You mentioned materialrequirements, so I'm going to
guess here.
Simulated orders don't show upin your material requirements.
Planning do planned and firmplanned, or does a firm plan and
a plan doesn't?

Speaker 3 (36:49):
yeah, so most often a planned order is created
because you're running some kindof planning tool like the
planning worksheet, so it willplan for you what you need,
depending, depending on the itemsetup, if you've included it to
plan.
But it can plan for you all thematerial down to your lowest
level, so it can be your rawmaterials, it can be sub

(37:09):
assemblies and so it will createbasically a planned production
order.
Let's say, if it was produceditem all the way down, like I
said, to your lowest level, andtypically you've got like a
planning tool that does that,like that you're running, and
then a person will look at theplanned orders from, say, an MRP
, and then they will firm themup because they commit to that

(37:33):
quantity, that date.
They've validated that it trulymakes sense.
Because a planning worksheet isjust a suggestion, right, and I
always say it's dumb anddutiful so it shouldn't replace
a human that actually looks atthat and validates that that was
a good suggestion.
And then they would create thatfirm plan which puts it into
like the to-do queue so that theproduction team knows okay,

(37:56):
this is what you should actuallybe building.

Speaker 2 (37:59):
Okay, and then released means it's released to
the floor or released for work.

Speaker 3 (38:06):
Right and I mean there's no hard rules in the
system.
Like I know some people who saywell, you know, as soon as we
create the orders, we're runningthat production pretty quickly,
so they might just create areleased order right out of the
gate.
But the idea here, I think, onthe production order side, is
you have a lot more flexibilityin how you want to produce items

(38:28):
, where you want to collect,when you consume, how you
consume if your consumption'srelated to output, like, you
have a lot more flexibilityinstead of it just being like it
exists and it's done.

Speaker 2 (38:43):
Perfect, Thank you.
That explains the types.
So there's five types ofstatuses for production orders.
You also had mentioned we cando versioning of bill of
materials in production orderswith assembly orders.
We cannot do that.
And then also we can have say Iwrote this down, phantom bill

(39:03):
of materials and you cannot havethem in the assembly orders.
Can you have multiple levels onassembly orders?

Speaker 3 (39:09):
You can Yep, so you can have multi-level assembly
orders.
So if we look at like, say, themaster data, so if we want to
look at differences, we couldstart kind of from the masters
and work our way down.
So a kit or an assembly, itsbill of materials, is created on
the item card itself.
So you would have one assemblybomb potentially for each of the

(39:33):
items that you create On theproduction order side, items
that you create On theproduction order side.
You would create a productionbomb in the production bomb page
, so it's sort of separate fromthe item card.
You'd create the bill ofmaterial and then you associate
it back to an item or multipleitems.
So that's kind of a neat thingabout production as well is if

(39:54):
you have an item and you say allof these groups of items,
they're, they're built the exactsame way, they have the exact
same material, they have theexact same quantities that are
required and how I calculatethose quantities required are
the same.
You could associate one bill ofmaterial to 50 items if you
want, which means that you onlyhave to maintain one bill of

(40:17):
material if there's a change ah,so the assembly items assembled
items have a bill materialunique to an item and produced
I'm just using assembled becauseof assembly orders, to my
terminology here.

Speaker 2 (40:33):
Yeah, and produced items because you're using
production bill.
Materials or production ordersfor them don't have a bill of
material associated with them.
They don't have a unique billof materials directly associated
with them.
They have a bill of materialassociated with them.
That's a group of items, butthat bill of material can be
shared, so a bill of materialitself is its own entity that

(40:56):
can be used as part of otheritems.

Speaker 3 (41:00):
Right so the bill of material is created separate
from the item and then youassociate it back later and it
could be there's one bill ofmaterial for every item, or it
could be there's one bill ofmaterial that, to your point, is
shared between lots of items.

Speaker 2 (41:15):
Got it.

Speaker 3 (41:16):
Lots of differences mean lots of items got it.

Speaker 2 (41:24):
Lots of differences, see I in.
So there is no.
It is interesting because I'veheard that question asked
several times and I like to seeyou know what the real answer is
.

Speaker 3 (41:33):
Right, so yeah, and it's like a conversation really
right.
It's not an answer, because itbecomes well, how do you, how do
you?
And then you have to kind ofstrip back the onion and then
you're trying to find likefeatures or functions that would
say, ooh, that's going to putyou into this bucket.
So like another one.
As an example is, on your billof material you have a quantity

(41:56):
per, so basically what thesystem can do is calculate Well,
assembly bill material.

Speaker 2 (42:02):
Okay, thank you, so on both.

Speaker 3 (42:03):
You have to indicate for the component items how much
of that component item do youneed to build one of the end
item?
On a production BOM bill ofmaterial, you would have the
ability to say well, mycalculation formula is take the
quantity per that I've indicated, times it by the quantity that

(42:24):
I need to produce, and then tellme that's the expected quantity
.
So if you had a bike and youneed a front wheel, then you
need one front wheel.
If I'm making 10 bikes, I need10 front wheels.
You could, though, change yourcalculation formula on a
production bill of material tosay well, I want it to calculate

(42:45):
based on length, thereforeyou're going to put in a length
dimension.
Or you could say I want it tocalculate based on length times
width, and therefore you'regoing to plug in those fields,
and it will calculate theexpected quantity based on
taking a length times a width,and therefore you're going to
plug in those fields and it willcalculate the expected quantity
based on taking a length timesa width.
So there's a few differentoptions there.
You can do weight, you can do afixed quantity.

(43:07):
You don't have thatfunctionality when you look at
an assembly built material.

Speaker 2 (43:13):
That's a big difference.
So if somebody's a producer ofsomething that's.
I want a desk that's four feetby six feet.
My materials would vary,because I may also make a desk
that's three feet by five feet,yeah, like there's definitely
different ways to do it, but theyeah, when you're calculating
your expected quantity there's.

Speaker 3 (43:35):
It's not always just well, I've got so much of an
item and if I'm building 10 ofthem, I need 10 times that
amount.
Like it's not always that cutand dry.
So it's it's the most commonone that I see people use it
that way, but there is, there isflexibility around that.

Speaker 1 (43:53):
So so you're saying, like if you get, like if you
order two 10 foot tables andthen you have to, you have to
order the material of.
Let's say, they only come in 30feet, 30 feet table, so you
have a, you would, you wouldsomehow break it down how much
you need to build those twotables, in a sense.

Speaker 3 (44:14):
Like ultimately that's what like a building
material would do is you'rebreaking out how much material
do I need to build those twotables?
And you can do it differentways.
You could do it by calculating,like you said, different
dimensions.
You could do it by having justdifferent unique items because
maybe they come in those cutpieces already.
You could have it with like anitem and a variant.
But when you start looking intothat scenario, like you said,

(44:38):
where it's like I've gotvariation, it's not always the
same.
Sometimes you want to look moreat like a production order
because it just it doesn't closeyour door as quickly.
Yeah, yeah.
So we talked about the like.
If you think about masterrecords, you can copy BOMs,

(44:58):
production bills, materials androutings.
You can't do that on assemblies.
You can do version control,like we spoke about.
You've got I'm trying to thinkof like other main ones.
The other thing on a productionbill of material is you could
add a negative quantity.
So when it's calculating whatmaterials are needed and it's

(45:22):
coming up with your productionorder component list, let's say
you're in an industry where youhave some scrap recovery, like
we've dealt with customers wherethey say, well, I've got a
certain material that is leftover and I can actually turn
around and sell that back andget a profit for it.
So when they produce something,they need to be able to capture

(45:42):
that scrap recovery.
So on a production bill ofmaterial you're typically
indicating the items that youwant to consume, which is when
you post it.
It's going to decrease yourinventory.
But you can add a negativequantity to a production bill of
material so that when you postyour consumption of it it would

(46:03):
actually increase an on-handvalue or quantity.

Speaker 2 (46:09):
So it's like a byproduct maybe.

Speaker 3 (46:12):
Yes, that's like a common term for it, but like
basically you're saying thatlike you've got material coming
back and increasing.

Speaker 1 (46:19):
So, like I said, the most common one that I do see is
that like sort of scraprecovery on an assembly Like
cable, like a cable where, likeyou use a certain amount of
cable and it's like I don't need, didn't need all of that to
have scrap, you can resell someof those cable.
Is that a good example?

Speaker 3 (46:35):
you'd probably just buy in like a roll and then on
the actual order you would justindicate the inches or the feet
that you actually need.
So you're you would only put inwhat you expect to use.
Um, this would be like ifyou're expecting to get a
product back that might bedifferent.
So, like in the scenario you'reusing of the cable, it's all

(46:57):
one part, right, like it's justhow much of that one part did I
use?
In the scenario you're using ofthe cable, it's all one part,
right, like it's just how muchof that one part did I use?
In the case that I'm using, I'mindicating I'm making this part
, I'm consuming these rawmaterials, but I'm also going to
get and Brad, you kind ofmentioned it, like I'm going to
get this other product that'sgoing to increase my on-hand
that I might sell or I might useto consume in another part.

(47:19):
So it would have unique partIDs.
What I think is the keydifference than what you're
talking about.

Speaker 2 (47:23):
So it's a different item that you're getting back
and it's not a component item,nor is it the finished item.
It's another item that's abyproduct of putting all of
those together and falling off.
I guess you could say so youput all this together and
there's something left over, andthat's something after.

Speaker 3 (47:40):
left over is not those components, it's something
different and then that'ssomething that you can do
something with, you can sell itback to you know, get some uh
revenue from that because it's ahigh value product or things
like that.
So that's that's what I mean bythat, yeah okay, okay, another

(48:01):
one that I've heard conversationon.

Speaker 2 (48:04):
What about you?
You mentioning scrap trackingand you can do scrap with
production orders, not assemblyorders.
What about loss?
Is that the same as scrap, oris loss different?

Speaker 3 (48:16):
yeah, like um, I think that's the same, I don't
know in the context that you'rethinking of it, but like yeah,
you would indicate the otherthing.
I think to kind of maybe whatyou're talking about, maybe not,
but the ability to be morespecific in what you're
consuming.
So, for example, on an assemblyorder you have an expected

(48:37):
quantity that you need toconsume.
So if you want to consume alittle bit less than you're
expected, that's very easy.
You can consume less, you canhave a little bit left over and
you know.
Just clear that out and closeyour production order.
If you wanted to say, oh, Iused more, like I use this
product, then I realized, ohcrap, that's not really what I

(48:59):
want and I had to use a littlebit more.
Or maybe I was training, so Iused a little bit more and I'm
okay to have that cost go intothe cost of the production order
.
Over-consuming your expectedquantity is, I'll just say, a
lot easier in a production order, because if my expected
quantity was 10 and I want touse the production journal or

(49:20):
the consumption journal to say Iconsumed 11, the system lets 11
be the number and you post itand it decreases 11.
If I have a assembly order and Ilist that I expect to use 10
and I enter 11, I get an error.
So now potentially I have toplay with that quantity, per

(49:40):
that calculated my expectedquantity and have it come up
with making sure that myexpected quantity is 11.
Like it's just a.
It's not easy, right?
I can't just easily go in andsay I didn't use 10, I used 12
and post it.
So that's what we say on theproduction order side.
It allows you to be a littlebit more detailed and accurate

(50:01):
and like real time with whatreally happened, whereas I would
say on an assembly you're morelooking to just backflash the
expected items, the expectedresource time and indicate that
you made something.
You're not as interested in theexact resource time or maybe

(50:21):
even material, because it's juststandard all the time, it
doesn't change very much or it'sjust not important yeah, that
that's just like liquid, right,I think liquid was.

Speaker 1 (50:32):
Um, I was on a project once and I just didn't
quite understand how you wouldcapture overflow and loss and
liquid stuff.

Speaker 2 (50:42):
That's what I was thinking.
I worked with someone whoworked with precious metals and
they had gold, and so they madesomething with gold, right, and
then the gold would expect.
I'll just keep it simple.
Do you use ounces up there?

Speaker 3 (50:54):
Yeah, we use ounces.
That's a serious question.
Y a serious question because incanada, because the imperial
metric thing, yes, the imperial,versus metric.

Speaker 2 (51:09):
But in canada what I've learned is they use the
imperial sometime and the metricsometimes, but sometimes for
the same thing, because certainthings they use inches and feet
for, and there's certain thingsyou don't meet us for so they're
trying to like, yeah, they'retrying to satisfy both systems,
so they kind of straddle thefence we're people, pleasers up
here, that's right but no, theywere talking about where they

(51:30):
had something that may use anounce of gold and they want to
recover the scrap, obviouslybecause gold is precious and has
a lot of value.
So I need to give you one ounceto produce something that may
use 0.75 ounces.
The scrap right there should be0.25 ounces, but in the
manufacturing process they maylose 0.02 ounces due to you know

(51:55):
, if you're cutting something,you're going to have a slight
loss.
That's where I was coming upwith being able to try.
See, I'm trying to learn somethings here.

Speaker 3 (52:03):
Well, and scrap too is good If you know that you're
always going to get some scrap,like you always know that it's
going to be 2%, 5%, 10% more.
On the production bomb you canindicate a scrap percent.
So if you're using somethinglike a planning worksheet or an
automated system, it willcalculate that you need to buy a
little bit more or make alittle bit more, but then when

(52:24):
you actually go to do theconsumption it'll account for
that and it will even break itout sometimes in the entries
when you go and look at it, soyou'll be able to see this much
was good material, much wasscrap material.
So, yeah, there's differentlike levels of detail, for sure,
on that.
Um, yeah, I'm trying to thinkof another one that would be

(52:48):
different on the assemblies well, the assembly orders.

Speaker 2 (52:51):
I know, on the item card.
I've seen replenishment systems.
You know, is it assembled?
Is it produced?
I've seen replenishment systems, you know, is it assembled?
Is it produced?
I've seen assembled to order.
What is that play into this atall?

Speaker 3 (53:05):
So on a assembly, or so you can, you can have both of
them auto reserve, to likesales orders as an example.
So you can do an assemble toorder or assemble to stock.
So when you do an assemble toorder, that would essentially
mean that as soon as you put aquantity on a sales order, it's
going to automatically create akit item or an assembly order.

(53:26):
The key thing with that is thatwhen you see that assembly
order, you aren't able to postthat assembly quantity and put
it into inventory.
You essentially, when you shipit, it's going to automatically
post the output of the assemblyorder and use that for the
shipment.
So that's something that youwant to be careful of, right,

(53:49):
because you might say but I dowant to stock it, even though
it's for this order, I want tostock it and I move it around my
warehouse.
So in that case and you can dothis on both you could create an
assembly order or a productionorder.
That's just for stock, forinventory, so it's not tied to
an order, but you could reserveit manually to an order, which

(54:10):
would allow you to be able tooutput both.
You could put it on hand, youcould move it around your
warehouse.
That functionality would beavailable in both.

Speaker 2 (54:19):
So the assemble to order option with an assembly
order.
When you put an item on thesales line with a quantity, it
automatically creates anassembly order for that quantity
, which at that point justbecomes a document because it
doesn't get produced.
I use the word produced or theoutput doesn't happen?

Speaker 3 (54:39):
Transacted yes.

Speaker 2 (54:40):
Thank you, I'll use that from going forward.
It doesn't get transacted.
Thank you, it doesn't gettransacted until you ship the
order and then it automaticallyposts the assembly order,
increasing the inventory thenshipping, decreasing the
components.
Yes, decreasing the components,thank you.
Increasing the output of theassembled item, then shipping
the components.
Yes, decreasing the components,thank you.
Increasing the output of theassembled item, then shipping it

(55:01):
.
So that's not really somethingthat's meant to be tracked,
because how would you put itthrough the system?
It's something that maybe, whenthey're shipping it, they kid
it.
So the right.

Speaker 3 (55:13):
So I'm just trying to think of a use case for that to
, to get a better understandingof when yeah, and that could be
like a kit scenario, right, LikeI've got these kit items as I
only kit them together whensomebody orders them.
So when somebody orders them,you want to be able.
And again this drives back tolike I need the inventory
control of the components andthat's what you really care
about.
But you don't really care aboutthe labor, because it's such a

(55:35):
quick process and the labor timemight be like very small.
So an order comes in, they need10 of these kits.
Somebody goes, they pick thecomponents, they put them
together, put them in a bag, putthem in whatever, they ship
them out.
So by the time somebody getsthat order, picks those parts
and ships it.
It's so quick that I don't needto consume in one step, output

(55:58):
in one step, see it on the shelf, then use it for shipping.
It's just too many transactions, it's too many touches, it's
not.
It doesn't run over a longenough period of time to justify
all those transactions.
Which answers or dovetails intolike what you were talking about
.
Like when would you use one?
Right, you would use aproduction order if you tend to

(56:20):
start something and it'sproduced over like a few weeks
or even a few months, and with aproduction order.
You would have the ability tobe able to consume inventory
without outputting a finishedgood.
You would have the ability to afinished good.

(56:41):
You would have the ability totie a certain operation step to
material components using what'scalled a routing link code,
where you could say, well,without outputting and saying I
finished the end product, Ifinished it at this operation
let's say it's the saw cuttingoperation, so I want to consume
these materials because at thatpoint they're in my whip, I no
longer have them on my shelf.

Speaker 2 (57:04):
And then maybe you've got more items that are listed
on your bill of material and youcould consume those just at the
end when you produce them orthrough another operation so
with the production order, youcan have components consumed as
they go through the routing atcertain steps, because that's
where you expect the consumptionto occur, because it is, you

(57:27):
know, maybe have a routing stepof assembly, so assembly is
going to take x components are,and then it's going to
automatically consume those whenan assembly order it does it
whenever you it's basically whenyou say you're finished the end
part

Speaker 3 (57:43):
it will consume whatever you have in your
consumption quantity, likewhatever you've indicated there.
So basically, on the operation,the work center or machine
center and the material, youhave something called the
flushing method.
So your flushing method, toyour point, brad will indicate
when do I want to consumematerial?

(58:03):
And you don't have thiscapability with an assembly
order.
So if you've got manual, whichmeans that somebody will
manually go in at some point,they will use what's called the
consumption journal or theproduction journal to enter in
the date, the item, the quantity, both support lot and serial

(58:24):
tracking, and they'll indicate Iwant to consume this specific
component on this specific order.
Nothing to do with what wasproduced, nothing to do with
operation.
You can do what's called aforward flush, which means we
talked earlier about the statuscodes as soon as somebody
changes the status from firmplan to released, it would then

(58:46):
consume any forward flushmaterial.
So at that point, whatever theexpected quantity is, it will
decrease that inventory and itwill issue that cost.
You could do backward, whichmeans that you are going to when
the status changes fromreleased to finished, it will

(59:07):
automatically consume.
At that point you can also usebackward with a routing link.
So the key difference there isthat when you have just backward
turned on, it means that it'stied to the status of the
production order as a whole Witha routing link you're going to

(59:31):
associate on this operation step.
You'd have the same routing linkon your bill of material items
and it will say when you finishthis operation, that's when I
want you to consume theinventory.
So it could be all.
At the end or during theprocess you can also do the same

(59:51):
forward and backward associatedto picks.
So you can see there you've gota lot more.
I call it like real time.
It's not like when it actuallyhappens, but it's like close
enough, it's it's, but it's more.
Throughout the process, over acouple of weeks or a couple of
months, you're in stages andsteps consuming inventory, and

(01:00:12):
stages and steps you'reoutputting production.
Um, you're tied to a step inprocess.
Yeah, yeah.

Speaker 2 (01:00:21):
So you can have manual flushing, backward,
flushing backward with routerlink codes flushing and forward
flushing, and those alldetermine when the components
get consumed and put into yourworking process.
So for your inventoryevaluation or your component
tracking, you have a bettercontrol of your inventory.
Whereas an assembly order is, Ipost it.

(01:00:43):
It's done, that's it.

Speaker 3 (01:00:45):
Right.
So if you have like a bunch ofassemblies and you say, well, I
start them, but then they're notdone for a month, it's going to
be an entire month before anyof that inventory component is
going to be consumed.
So if you're doing like MRPplanning, which it really does
rely on a good, accurate on-handquantity, that's too long.

(01:01:05):
You can't wait an entire monthafter you've done something or
used product to tell your systemthat it's been used.
So with these flushing methodsit allows you to be able to
consume inventory more aroundthe time that you're actually
using it.
And you can do the same thingwith, like I said, labor time.
So you could say, well, certainoperations, I want to capture

(01:01:30):
actual time.
So someone's going to indicatethis is when I started, this is
when I finished.
Or there might be certainoperations where you're like,
meh, that's just inspection,it's always a half an hour.
I want a little bit of costtrack, but I really don't need
anybody to clock in and be thataccurate.
If it's 28 minutes or 35minutes, I don't care.
Then you can also put aflushing method on your work

(01:01:51):
center.

Speaker 2 (01:01:54):
Excellent.
One thing I was thinking of asyou were talking about this, and
you were talking about assemblyor production, or producing in
Business Central.
Is there a way to dodisassembly?
So what happens if we produce aproduct that goes on our shelf
and we either want to break itdown because those components

(01:02:17):
can be used in other products,or if a customer returns a
product, there may be some valuein the components that are part
of that product to reproducesomething, or if there's a
defective output.
So again, same thing we'remaking a desk.
Go back to the example thatChris was talking about earlier.
So again, same thing.

(01:02:38):
We're making a desk.
Go back to the example thatChris was talking about earlier.
We're making a desk and werealize, you know, the desk may
have a top and it may have legsand may have little rubber feet,
but it gets produced andthere's damage to the top Right.

Speaker 3 (01:03:02):
But we want to salvage the legs and the rubber
feet because they're stillintact and the way that they're
fastened.
We can, you know, in essenceunscrew them and then use them
for, else use them elsewhere,excuse me, or for another desk.
Yeah, so again you've got likeflexibility on that with the
production order side, becausewhen you do the output you can
indicate a good output quantity.
That's what I made, that's good, usable on hand, I can use it
to ship and then you canindicate a scrap quantity and
then in places like the outputjournal you can actually have it
calculate for you what the orsorry, in the consumption

(01:03:25):
journal, what it should consumeas an expected quantity based on
what was expected, whichwouldn't include the scrap.
Or you can have it calculate ifyou've already done the output
and you've indicated that therewas some scrap, and it will
actually calculate a little bitmore to consume, because it will
look and say well, I assumethat if you made 10 and two were

(01:03:45):
bad, you needed enoughcomponents to make 12.
But then you can go throughthose consumption journal lines
and maybe, to your point, youcan salvage some of them so you
could change the quantities Likethose things would be a lot
easier to manage in a productionorder On an assembly.
Like I said, you've kind ofjust made it or not, and you

(01:04:06):
can't really go back aftereasily and say, oh, I want to
add inventory back or I want tochange what I consumed for just
a component, for just anassembly item, like some of
these things you can do, butthey're just clunky and they're
a workaround if you will right,like you're kind of manipulating
it to make it work.

Speaker 2 (01:04:25):
I can add numbers together on a piece of paper or
I could use a calculator.
The calculator is much easierthan a piece of paper.
So I understand that what we'retalking about.
You can get things to work, butthe more efficient way, it's
more designed for it.
Yeah yeah, I appreciate that.
I appreciate that well.

(01:04:45):
I'm learning a lot aboutproduction orders and assembly
same this is good that's thegoal I did.

Speaker 3 (01:04:52):
Um, I have done a couple presentations on it.
That's why it is a good topic,because a lot of people do ask
about it, because they don'tknow which one to use.
And I mean I always say this,like the more you want to do
inside the system, probably themore pages you have to set up
and maintain, the moretransactions maybe you have to
do.
So you do want to justify, like, what data am I capturing?

(01:05:14):
Like sometimes you look atthings you're like that'd be
great, but if you're not doingit now, like a common example of
that would be capacity planning.
Right, people are like, oh, Iwant production orders because
you know, down the line I reallywant to be able to schedule and
capacity plan and see what'sloaded to work centers and
individual machine centers.
But if they're not experiencingbottlenecks or they're not

(01:05:37):
experiencing things where theygo to produce something and they
can't because they've gotmachine breakdowns, like maybe
you just start with assembliesand then down the line you move
to production orders.
When you do find that you haveset up and run times and you're
actually going to use them andthey're accurate and people do
need to collect actual labor,like you could always move to it
, need to collect actual labor,like you could always move to it

(01:05:58):
.
And one of the things I alwayssay about assemblies and
production with configurationworksheets and like being able
to import and export data thestructure of, let's say, an
assembly bomb and a productionbomb is very similar.
So if you exported all yourassembly bombs and then you
could pretty easily paste thatinto a production bomb template
and then just upload everything,what you're going to find is
just your production BOMtemplate has a lot more fields,

(01:06:21):
right, like your calculationformula fields, or it has length
, width, weight.
You know those things becauseyou need them.
So sometimes it can be easierto start with assemblies, if you
don't need subcontract, if youdon't need advanced capacity
planning, and then later downthe line increase your license
to a premium and just I'll callit migrate.

(01:06:42):
You'd have to massage your dataa little bit, but just migrate
your assemblies over and thencreate the routings that you
need, which, again, if you'vegot resources, is pretty easy no
, that's that's a good

Speaker 2 (01:06:54):
that's awesome no, that's a good thing to look at
because I like what you hadmentioned and it goes back to
something we spoke about whenyou were on with us towards the
end of last year.
Really, understanding thedifferences between the two can
help your implementation,because there's a cost

(01:07:14):
difference between the premiumand the essentials license at
this point.
Is a cost between differencebetween the premium and the
essentials license at this point?
And the other key point thatyou had mentioned was the setup.
Assembly orders are easier toset up and process than
production.
When I say easier, there's lessto do so it's, it's if you're
in, there's less to do.

Speaker 3 (01:07:33):
Yeah, if your business doesn't need, there's a
cost to setting it up.
Yes, if your business doesn'tneed all of that, there's a cost
to setting it up.

Speaker 2 (01:07:36):
Yes, If your business doesn't need all of that detail
, then assembly orders may beperfect.
Where production orders, youcan do the same thing in essence
, but it has a lot more detailwhich may not be relevant to you
.
And I do like the point thatyou had mentioned.
You can start off with assemblyorders and then move to
production orders relativelyeasy with configuration packages

(01:07:58):
.
So even if today you start offwith assembly orders, you can
grow into.

Speaker 3 (01:08:07):
I guess is grow the right word?
No, I would say that Progressgrow.

Speaker 2 (01:08:10):
Yeah, as your business evolves and you realize
now I need the additionalinformation, I can move over to
production orders.
Or, if there's not some clarityon which may be the best to fit
for whatever reason, right, I'mnot saying that if everybody
understands the differences inan organization moving to use
assembly orders or productionorders, or even just a business

(01:08:30):
central may not understand whichis better.
They could start with assemblyorder see if it meets their
requirements or their needs andthen easily move over to
production orders without havingto pay for that licensing and
set up upfront to find out.
They have to automate a lot ofsteps or do something that would
have been done with assemblyorders.

Speaker 3 (01:08:50):
Well, I was just going to say like one of the
things I always kind of keep inthe back of my mind as I'm
implementing is you want peopleto prove they need something
right, so to your point, youwant to start simple and then
prove that you need productionlike prove that you need more.
So you start with assemblieswhere you know you can add items
, you know you can add someresource time, you know you can

(01:09:11):
add quantities that you need.
You know you can do multi-levelbuilds of material.
You know you can associate themto items, you can build them to
stock and production.
You build that and thensomebody's like but I really
need to see my setup time and myrun time.
Or but I really need to capturethat saw cutting is done, but

(01:09:31):
this next operation is not done.
Then you start to realize, ohokay, maybe assemblies are too
simple and then again, migratingthat over, it's just not a like
, it's not like, it's no work,but it's very much transferable
it may be easier to transfer itthan to set it up.

Speaker 2 (01:09:50):
It's easier to transfer assembly orders.
If you need production ownersto set up, then to set up
production orders and not needthem maybe.
Yeah, does my logic sound sound?

Speaker 1 (01:10:02):
yeah, I think I think to your point earlier.
Just want to make sure that youknow, when you do evolve, that
there is a cost to set up andthere is also a cost to maintain
it as well, and there's also acost to maintain it as well Is
that.

Speaker 3 (01:10:22):
can you hear people laughing or talking?
That was me.
I hit that by mistake, I waslike, okay, because I was like
Chris, everyone's excited forwhat you're saying.

Speaker 1 (01:10:33):
Yeah, they're laughing at me, yeah.

Speaker 2 (01:10:35):
No, but there you go.
But the, you brought this back.

Speaker 3 (01:10:41):
I think the thing is too, is that Hold on.
I love that.

Speaker 2 (01:10:45):
Well, we have a soundboard and when we first
switched to using this platform,I was using it all the time.
If you go back to some of theepisodes I used to do like the
door knock and, like I used to,this is what we used to do
before.
We would let somebody in.
I can't even see.
This is my eyes.
I really need to figure thisout.
Uh-oh, but we would do you.

(01:11:09):
Don't remember that.

Speaker 1 (01:11:12):
You should do that when you have a special guest
coming through.
We have done that too.

Speaker 2 (01:11:15):
No, we have done that .
So you have the door knockingSurprise guest.
So we do this.
I like it.

Speaker 1 (01:11:22):
Chris, who's at the door?
Yeah, I don't know.
Who did we invite this time?

Speaker 2 (01:11:27):
Let me see.
I'm going to walk over and see.

Speaker 3 (01:11:34):
Oh.

Speaker 1 (01:11:34):
Guys, this is a lot.
Hold on, hold on.

Speaker 3 (01:11:37):
Yeah.

Speaker 2 (01:11:39):
Oh, look who it is.
It's jen, all the way from thenorth.

Speaker 3 (01:11:43):
Welcome hi, hello.

Speaker 1 (01:11:45):
Thanks for having me take a bow and it didn't play
out really well, because westart doing videos, it's like oh
, they're not really walking.

Speaker 3 (01:11:58):
Yeah, then people are like trying to compete what
they're seeing and hearing yeahdo you have a joke for us?
Oh gosh, I like do love jokes,but I a they're dirty and b on
the spot, like, like, what areyou?
Because, you well, you, um, youlove, like the canada us thing.
So if you Well, you love theCanada-US thing.

(01:12:20):
So if you're Canadian when yougo into the washroom and you're
Canadian when you come out ofthe washroom, what are you while
you're in the washroom?

Speaker 2 (01:12:28):
What.

Speaker 3 (01:12:29):
European.
See, it's a little dirty.
See, that's what I wanted to do.

Speaker 2 (01:12:35):
That was good, that was really good that I wouldn't
classify that as a dirty joke,just to let understand.

Speaker 3 (01:12:43):
Let you know a little dirty, it's potty joke, that's.

Speaker 2 (01:12:46):
That's the definition joke and it's dirty because
it's potty, but it's not what I,what americans call dirty and
maybe what you canadians that'swhat I'm saying it's a canadian,
I forget.
The canadians are a little moresensitive, so right, yeah, sure
sometimes well, I hope I nevergo to canada.

Speaker 3 (01:13:06):
I probably will never get out like I'm steering you
off, wanting to come to canada.

Speaker 1 (01:13:11):
It's horrible no, no, they'll stop you at the border
unless you become the 51st, Iwill say no.

Speaker 2 (01:13:18):
No, I say all this in jest, and I think anybody who
knows me knows that I like tohave a lot of fun and sensei yes
, I appreciate that and that'swhat I say, for I have no
distaste for canada at all.
I have gone to canada before,by the way where'd you go,
montreal?

Speaker 3 (01:13:37):
oh?

Speaker 2 (01:13:37):
I love montreal.

Speaker 3 (01:13:37):
That's a great place to go, but I had only gone to
Canada before, by the way,where'd you go?
Montreal, oh, I love Montreal.
That's a great place to go.

Speaker 2 (01:13:41):
But I had only gone to Montreal when I first started
consulting, because we had animplementation in Montreal.
So that was when did I startdoing this?

Speaker 3 (01:13:55):
Back before, I think both you and Chris were born.
Oh, come on, look that meansit's working, we were probably
in high school.

Speaker 2 (01:14:02):
I've been doing this since 1998.

Speaker 3 (01:14:04):
Yeah, okay, so I don't know.
So I was born, yes.

Speaker 2 (01:14:08):
You just weren't implementing Business Central.

Speaker 3 (01:14:11):
I wasn't yet Not thinking about it.
So where did you get time toactually tour around and see it?
Because I know sometimes wedon't spend a lot of time
actually touring the place thatwe got.
Is that the point where, withvideo, conferencing screen
sharing and.

Speaker 2 (01:14:24):
Internet connectivity you can get a lot of things
done remotely.
Sometimes you may need to go onsite.

(01:14:45):
It is also beneficial to go onsite, sometimes even at least
once, through an implementation,because the individual is doing
the consultation at least canvisualize properly the layout of
an implement.
You know the layout of whatthey're talking about.
So if I, you know we're talkingabout manufacturing or
producing product, if I canvisualize what somebody's doing,
then when we're havingconversations, one it helps me

(01:15:07):
understand what they're talkingabout because I can physically
see what they're doing.
And the big thing that I'velearned going through, because
I've started off conversations,then I've gone site after we
started I understood more whatthey were talking about, with
some challenges based upon whatthey had in their environment,
whereas when you're just talkingto somebody you may say it's

(01:15:31):
not that difficult, you know,but then you actually look and
you physically see exactly andthen you realize now I remember
distinctly saying to someone Icompletely understand what you
were saying, why that wasimpossible.

Speaker 3 (01:15:43):
Right.

Speaker 2 (01:15:44):
It was impossible physically, it wasn't impossible
systemically, and that's someof the challenges.
Being a consultant, if you getto physically see, is beneficial
, but you don't necessarily needto sit there and say, okay,
well, now I'm going to train youand show you how to do a
production order.

Speaker 3 (01:15:57):
You can do some of that stuff Well that's such an
interesting like thing too isthe like what do you need in
your ERP versus what'sphysically happening on the shop
floor?
Like, and then too, like,depending on what your shop
floor looks like or how thingsare structured or laid out, like
sometimes it's like you couldput that into your ERP but
really, based on the proximityor based on like other factors,

(01:16:18):
you just don't really need it.
I find the other thing too isthat when you go on site now we
do a lot remotely but we havekind of debated, like are there
key times where we really shouldgo and do, like during kickoff
or during the pilot, just to,like you said, collect what I
will call like the oxygen stuff?
Right, so when you are talkingand you're like, hey, what do

(01:16:39):
you do?
What's your process?
They explain it and they trytheir best to think of
everything.
But let's say you go on site andyou're like I always say to
people pretend like you won thelottery.
You're moving to Fiji and I'myour replacement.
I'm just going to sit here andwatch what you do and I'm just
going to ask questions as I go.
Well, they'll do things andthey'll be explaining as they go
.
Well, I enter this and I dothat, well then they'll do a

(01:16:59):
series of stuff that they don'ttalk about and because to them
it's like well obviously I dothat right, Like that's so
obvious.
But it's like for me, I've beendoing consulting for, like you,
like a long time over 16 years,so it's like that's not super
obvious.
That's actually kind ofdifferent what you're doing
there, like I need you toexplain a little bit better.
Are you doing that because acustomer asked you is that a

(01:17:21):
business rule?
Is it just because that's whatsomebody showed you and that's
how you've always done it like?
So when you see it, it justasks like different questions in
your mind.
You hit.

Speaker 2 (01:17:32):
You hit that perfectly.
I will go back to why we gotthat.
But it even goes back with evenacronyms because we we were
doing that ourselves with someof the conversation, making the
assumption everybody can fill inthe blanks and know what a BOM
is, instead of it being B-O-MBill of Material, or like we
talked about the ISV.
So that on-site sometimes canbe helpful with technology, with

(01:17:54):
the video conferencing and Ipromote video with everybody
because if I'm talking with youI can take a look at your
reaction right the first part isto see if one of you paying
attention right, or do you havethe look on your face of I
really don't understand whatthis person is saying or doing

(01:18:15):
and, as you had said, it goesback with the being able to
physically see what someone'sdoing, you can pick up a lot
more detail.
So there is value to it.
Is there value to be there allthe time?
It's debatable.
But to go back to what you'resaying, that's what I had said
earlier on Cause I startedworking with this before the
internet.
As I say, right, we used tohave to use dial up with a
remote control Like the internet, wasn't?
You know, the internet's beenaround obviously longer, but it

(01:18:38):
wasn't mainstream for businessesand for remote connectivity and
teleconferencing it was.
You know, if you had.
It was quite costly.
But I just tell everybody I'vebeen everywhere, but I've been
nowhere Right, because when Ifirst started I would go to New
York almost weekly on the.
And here we are all these yearslater and I can tell you I've
never been to the Empire StateBuilding.
I've walked by it 3,000 timesbut you never take the moment.

(01:19:03):
You never take the momentbecause, as a consultant, you
get on the train, you go to aplace, you go to the office.
You eat lunch, you get out ofthe office.
Usually you work late tomaximize how much you can get
out of your trip.
You go to dinner.
You go back to the room.
You have to catch up on thestuff that you may have missed
while you were gone emails andstuff like that.

(01:19:28):
Then you go to bed.
You wake up.
You're tired because you had along day.
You may have to do a few emailsor something before you go into
the office.
You eat breakfast.
You go into the office, youhave lunch, go back.
Repeat again Next day.
Repeat get back.
Get on a plane, train,automobile, go home.
You know, so you don't you know,a lot of times individuals
don't take the opportunity tosee anything other than a method

(01:19:51):
of transportation, a hotel andan office.

Speaker 1 (01:19:54):
Well, you take advantage of that in conferences
.

Speaker 2 (01:19:55):
Now, right, like to me, I do that now with
conferences, yep, I try to getout as much as I can.
Again, it depends on where theconference is how easy it is to
get out and you know what theschedule is like.
We just went to san antonio andyou know, jen avoided us, but
um no, I did not I went to taketo go the river walk and all

(01:20:19):
that other.
You know the other the othertype things that were close by.
So I was able to at least say Iwalked the river walk.
I was able to see it.
I did the little boat tours tosee the history I love that,
that stuff right there is greatfor me the history that I love
that too anywhere you go, like Iwas up in boston and I had
someone come visit and I hadnever done it.

(01:20:40):
You know this was many years agobut they had like the duck
tours and I did it in cape codin massachusetts and I also did
it in boston and I knew a lot ofhistory about boston and I even
learned a lot of history whileI was on the you always do, yeah
they driving around, becauseyou talk about some of the, just
the uniqueness of the buildingsand stuff.
So anywhere I go now I want totry to do one of those what I

(01:21:01):
call chris, and I talked aboutthis too the historical type
events, the best you know yeah,anyone who's doing conferences
include those.
I mean they did with san antoniobut include those historical
type things.
I mean, it was even great goingto the alamo, just as you know.
It's just Same.

Speaker 3 (01:21:20):
I totally agree, like .
So back, like you said, like weused to always go, and to your
point you're tired, trying tomaximize the visit.
But I recently it's funny youguys say that because I did the
same thing where I started tosay I'm going to tack on an
extra day, come in a day earlier, stay a day or two extra to see
the city that I'm in.
And it was the same thing.
And with San Antonio, it wasamazing because, like, I had a

(01:21:42):
morning, I did the river walk, Iread a book, I had a coffee and
I'm like this is amazing, likesaw the Alamo, was able to see
it, and making it part of thelike, making it part of the
trips that you actually see it,because you don't know
necessarily if you're ever goingto be back there, right, and
one of the things I'm a big fanof, that I love, and I've loved
it forever, is the hop on, hopoff bus tour.

(01:22:02):
So I love those for your purpose, brad where you have the
history.
So basically it'll be like adouble decker bus and you pay
and they'll take you all aroundthe city and usually there's
different routes, but throughoutthe bus tour you've got
headphones in nowadays, beforeit used to be somebody on a
microphone and they're like youknow, here you are in Manhattan,

(01:22:23):
where the average rent is blah,blah, blah, blah, blah, and
here you are and you can, ifthere's somewhere you want to
see, like the empire statebuilding or the statue of
Liberty or whatever, you can getoff, walk around, explore it,
and then there's little pickuppoints where it'll pick you back
up and you just keep goingaround.
But what I have found is that,like you can do the same route
like three times and you canlearn something new every single

(01:22:44):
time, because maybe you have adifferent instructor or they
just can't tell you everythingabout every building in like
three minutes that you'redriving by.
So you always learn so much andthat's why I love those walking
tours or bus tours for thatpurpose I agree with you and I
learned the uh go, go ahead, Ilike chris, it's hard for him to

(01:23:05):
get a word in with me, and bradisn't it?
he's like I'm used to it yousaying I talk too much I'm bad.
I'm bad too.

Speaker 2 (01:23:14):
I love chris, we'll give you the moment continue,
you speak.

Speaker 3 (01:23:21):
You guys are having a very Canadian moment no, you go
, it's just a repeat it's allgood continue with the
technology today, I alsoappreciate the self guided as
well like you're

Speaker 2 (01:23:34):
talking about with the buses, because I have done
some self guided tours here andthey have the points where you
go through and you play and youhave a narrator so you can go at
your own pace.
But there's some attractions Ispend more time at because I
like to see.
I did like I did the edison andford estates tour, which was
self-guided and that's what itwas is.

(01:23:55):
You went to certain points andthey said, okay, now play point
number one.
But some of it had so much foryou to take in, visibly right,
that if you were to hear the,the, what the narrator was
saying about the history of thelocation or or the point of the
tour where you were on, youwould have missed a lot of the
intricate details, like whenyou're looking in the house and

(01:24:16):
you're seeing just the old bedsand stuff like that.
It was just I don't know.

Speaker 3 (01:24:21):
We're just digressing and I know, I feel like I
shouldn't talk anymore no, no,I'm just kidding, it's just
we're having a moment.

Speaker 2 (01:24:31):
Well, miss jen, mrs jen yes, thanks for yes thank
you for taking the time to speakwith us.
We do appreciate your time.
We do appreciate your support.
We do appreciate you alsosharing the information about
production orders versusassembly orders with us.
Hopefully I cleared somequestions for any that may have

(01:24:55):
had questions, or even taughteverybody something new about it
as well.
I know I have a betterunderstanding of production
orders and assembly orders andhave a good idea of which
questions to ask when trying todetermine which to use and the
benefits of each of them.
If anyone has any additionalquestions or needs additional
assistance with the business,central implementation or
manufacturing portion of theimplementation, what is the best

(01:25:16):
way to get a hold of you?

Speaker 3 (01:25:19):
So they can go to saberlimitedcom.
All my contact information's onthere.
I'm on LinkedIn, just JenClaridge, so I think you guys
have a bio now of the speakers,which is great.
So my LinkedIn connection is upthere.
Those would probably be the twobest ways.
And then my email is just jenncat saverlimitedcom and I love

(01:25:41):
sharing my knowledge.
Like I said, I've done thispresentation at a few of the
different conferences becausepeople really did seem
interested in the topic and Ithink it was helpful to kind of
see.
So if anybody even wants like aPowerPoint sort of this, where
I actually do like a walkthrough of creating the exact
same order through as anassembly and through as a

(01:26:02):
production order, I love to justkind of like help people and
just share my knowledge.
So if you wanted to reach outand just get more information,
like I said, people have beenvery generous to help me
understand concepts better andI'm happy to do that for others
as well.

Speaker 2 (01:26:17):
I appreciate that and I think I do think that sounds
interesting to have a comparisonof setting up an item in
assembly order and setting up anitem in a bill of material and
processing.
That is a great way to see itand, like you, chris and I feel
the same way.
We share a lot of informationbecause of that.
I mean some people have alwaysshared for me and it's almost at
the point where it's time togive back.

(01:26:38):
Speaking of presentations, willyou be going anywhere soon for
presenting any conferences, usergroups or anything?

Speaker 3 (01:26:45):
So there's a yeah user group in February for the
Dynamic Communities user group.
I know we've put in the callfor speakers.
I usually speak at DynamicsConsummit directions I have the
last couple years anyway so I'vesubmitted.
I haven't yet heard back.
I don't think that they'veselected the speakers, but I'll
be at most of the sameconferences that you guys

(01:27:06):
probably will be, In February.

Speaker 2 (01:27:09):
Which user group are you going?

Speaker 3 (01:27:11):
to.
I think it's just a virtual.
You know how they have theDynamics Community monthly
virtual user groups thateveryone can connect to, so I
offered to do one on datadecisions.
So I'm going to talk about justlike different ways to be able
to use the data in your systemto analyze, like errors and
troubleshoot and fix data.
There's a lot of different,like configuration worksheets

(01:27:33):
and edit in Excel and packages,and what are the differences?

Speaker 1 (01:27:37):
Very cool.

Speaker 2 (01:27:38):
Yeah, I think that's great wherever I can.

Speaker 3 (01:27:40):
So if you guys have ideas too on things, I was
thinking about starting up alittle like blog or youtube
channel of just things, becauseI find there's like these quick
little hitter things wherepeople are like, yeah, I don't
know, I'm I'm thinking about it.
So if you guys, you know, haveany ideas, but just the idea of
like quick little hitter thingson things, where it's like I
just want to see it.
You know, I love to share myknowledge in any way that I can.

Speaker 1 (01:28:04):
So you can probably do in smaller pieces and smaller
pieces.

Speaker 2 (01:28:08):
We'll talk with you after, not today, but I will
follow up with a conversation onthat.

Speaker 3 (01:28:14):
I have over dinner in Vegas.

Speaker 2 (01:28:15):
Well, no before that, because I've been working on
putting something together forthat portion of it and that user
group meeting that you'retalking about, the virtual user
group meeting, is February 20that I think it's 1300 Eastern
time.

Speaker 3 (01:28:29):
I believe so, yeah, usually two hours.

Speaker 2 (01:28:32):
I know I shared it the other day and you had it as
well, and if you're presentingthere, I know I already uh uh
elected to attend that.
So I have that on my calendaras well.
So I'm looking forward toseeing your presentation and
other than that, I think I'llsee you in Vegas, hopefully,
hopefully, we all can make itthere, uh yeah it'd be great,
and we can uh get you the umfood truck meal, that uh meal

(01:28:57):
that we promised you.

Speaker 3 (01:28:59):
That would be awesome .

Speaker 2 (01:29:00):
Other than that, happy new year.
Thank you again for your time.
We look forward to talking withyou again soon, Ciao ciao, yes
you too.
Take care, bye, bye.
Thank you, chris, for your timefor another episode of In the
Dynamics Corner Chair, and thankyou to our guests for
participating.

Speaker 1 (01:29:17):
Thank you, brad, for your time.
It is a wonderful episode ofDynamics Corner chair.
I would also like to thank ourguests for joining us.
Thank you for all of ourlisteners tuning in as well.
You can find Brad atdeveloperlifecom that is
D-V-L-P-R-L-I-F-E dot com, thatis D-V-L-P-R-L-I-F-E dot com,

(01:29:43):
and you can interact with themvia Twitter D-V-L-P-R-L-I-F-E.
You can also find me atMattalinoio, m-a-t-a-l-i-n-o dot
I-O, and my Twitter handle isMattalino16.
And you can see those linksdown below in the show notes.
Again, thank you everyone.
Thank you and take care.

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Episode 402: The Main Event: Production Orders vs Assembly Orders

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