It reminds on a time when I was doing PCBA in China. We had a JIT system,
which translated for us as 'Just in trouble'.



>        We may be the only ones with this problem but, if not I would
>appreciate input or comments from others on how they look at this issue.
>        Periodically we have late parts and/or material which disrupts
product
>build or impacts production shipments. We reactively work the problem as
>I believe most other production houses do (or would if they had such an
>insidious problem ); e.g. "Hot Lists", Focus Teams, Tiger Teams,
>Presidential Committees, etc. We are now wondering how many dollars are
>available for a proactive approach.
>        My questions are: Does anyone use a cost measure for late Material or
>Parts? Do you use a standard cost for impact or tailor it to the use of
>the material or part? Do you just capture the immediately impacted
>departments cost or roll up inline departments, inventory and late
>shipments?
>        In other words - does your company worry how much late material and
>parts are costing in dollars and cents to your business? If yes how do
>you quantify the problem?
>
>
>                Thanks for your help and consideration of this issue!
>Semper Fi
>Tom
>
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