Chaos cannot be automated.
No program can do that — not even the best or the most
expensive one. A program has to rest on a certain foundation: what it
does has to roughly match what already happens at your company.
Chaos is the state of very small, family-run companies,
or very young ones still finding their way. Old, large companies
usually have strict standards: every step has a defined procedure,
everything runs through documents.
If you already have rules in place, the only question is
whether they match what the program can do. That's really how
programs get chosen. Color, taste, method of preparation — none of
that matters.
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A company lives on documents.
It talks to the world through documents. Your employees
interact with each other through documents.
If that's true — let's go on. If not, a computer won't
help you.
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We don't work with every document — only
one kind: what happens to goods and money.
A company has a lot of documents, all different — handling
every one isn't the goal. We work with the documents that move goods
and the money tied to them: receiving, shipping, transfer,
manufacturing.
Every such operation is described the same way: from
where — to where, how much, price before the operation — price after.
That's enough to describe any variation of goods movement.
But for this structure to work, you need to understand
the structure of the company itself: who is responsible for what.
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To get started, you need to define five
things.
- The company's structure: warehouses, locations, the
people responsible for the paperwork.
- Reference lists. There's no free-text entry in the
system — everything goes through reference lists, to avoid mistakes
and duplication.
- Opening balances — where you're starting from.
- Operations: what they're called, how they're
configured.
- Who will work with the program, and what their access
limits are.
That's it. After that, you can start working.
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