Announcing a Change in Procedure Relevant Concepts. Direct-order messages, direct operational messages, sentence structure, hidden verbs, cluttering phrases The following operational message informs employees of a new time-saving routing process for creating a bili of materials (BOM) for manufacturing your company's circuit boards. The BOM includes all resources for making the circuit boards, from purchasing raw materials and parts to assembling and selling the boards, so creating the BOM requires the approval of several divisions within the company. This message is indirect and unclear. In addition, the message contains several sentence errors (sentence fragments, run-on sentences, and comma splices), hidden verbs, and cluttering phrases To: MGMTQforwardcircuits com>; From: Ross Gilman srgilman\&forwardcircuits com> Subject Circuit Boards I initiated and led a process review for the reduction of the routing time our BOMs, two parts of the process were slowing it down. First, Purchasing's function is in the middle of the process. Which means the purchase order cannot be issued until the three departments before us in the process take up to three days to finish their assigned tasks. Also. once the Purchasing Department places the order, we have to wait five days for the supplier to ship the ISO 9001:2000/AS9100. compliant parts. As you know, at the present time, the BOMs are routed as follows: Accounting, Sales, Scheduling. Purchasing, Accounting. Scheduling, Master Scheduling In the new process we are able to get the consolidation of the number of steps from seven to five. Unnecessary processes were removed steps were eliminated. So that no department will be affected by long wait times. We have had two jobs go through the new process to test its effectiveness, average time from issuance of the purchase order is in the neighborhood of one day. The total time for creating the BOM averages 21 days instead of 29 days. The new process routes the BOMs in the following order. Purchasing. Accounting. Scheduling. Sales. Master Scheduling Please follow the new process outined above to route any BOMs contact me with any questions or concerns. Ross Ross Gilman, CPM \& Senior Buyer Purchasing Department Forward Circuits, Incorporated To: MGMT @forwardcircuits com?; From: Ross Gilman Subject Gircuit Boards I initiated and led a process review |the routing time parts of the process were slowing it down. First, Purchasing's function is in the middle of the process the three departments before us in the process take up to three days to finish their assigned tasks. Also, once the Purchasing Department places the order, we have to wait five days for the supplier to ship the ISO 90012000/AS9100-compliant parts. As you know the BOMs are routed as follows: Accounting. Sales, Scheduling, Purchasing. Accounting. Scheduling, Master new process| Unnecessary processes were removed | were from seven to five. [that no department will be affected by long wait times. We have had two jobs go through the new process to test its effectiveness, average time from issuance of the purchase order is in the neighborhood of one day. The total time for creating the BOM averages 21 days instead of 29 days. The new process routes the BOMs in the following order: Purchasing. Accounting. Scheduling. Sales, Master Scheduling Please follow the new process outlined above to route any BOMs contact me with any questions or concerns Ross Ross Giman, CPM \& Senior Buyer Purchasing Department Forward Circuits, Incorporated