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The MRP II Standard System takes the mystery out of manufacturing software and offers a proven, step-by-step analysis that's designed to solve many typical systems problems.
The MRP II Standard System takes the mystery out of manufacturing software and offers a proven, step-by-step analysis that's designed to solve many typical systems problems.
MRP II explores the principles of MRP II systems, and how the manufacturer can utilize and institute them effectively for maximum profit. The book will serve as a valuable professional reference for manufacturers instituting or utilizing an MRP II scheduling system. It will also be a valuable teaching tool for the 2- and 4- year college or university programs, a reference for APICS certification review, and continuing education programs. There are examples throughout, as well as extensive end-of-chapter case studies and their solutions. A glossary of terms is also included.
THE MISSING LINK IN PRODUCTIVITY. Our Manufacturing Economy at a Crossroads. Understanding the Scheduling Problem. From MRP to MRP II. The Impact of MRP II on Productivity. A NEW SET OF VALUES. The New Principles of Systems. The Old Principles of Management. The CEO's New Priorities. MANAGING ALL OF THE RESOURCES OF A MANUFACTURING COMPANY MORE PRODUCTIVELY. The CEO's Role in MRP II. MRP II in Marketing. MRP II in Manufacturing. MRP II in Purchasing. MRP II in Finance. MRP II in Engineering. DRP: Distribution Resource Planning. MRP II in Data Processing Systems. BECOMING A CLASS A USER. Justification. Implementing MRP II. The Education Task. Operating With MRP II. Beyond MRP II. Appendices. Glossary. Index.
Toyota Production System methods have rendered remarkable results in high-volume manufacturing plants, but they have not been fully understood and correctly applied in high-mix, low-volume environments. While lean principles do apply, the implementation methods and tools must be adapted and alternate methods embraced in a low-volume environment. This volume is specifically geared for manufacturers that have hundreds to thousands of active part numbers with few or no ongoing forecasted volumes, and for job shops that build only to order. The primary focus is eliminating non-value-added activities and instituting improvements on the most repetitive jobs, a strategy that gives you more time to produce your low-volume work or one-offs. About the author: Greg Lane is a faculty member of the Lean Enterprise Institute and an advisor to the Instituto de Lean Management in Spain. During his time with Toyota, he was one of a ¿handful of candidates selected for a one-year training program conducted by the company¿s masters. He became certified as a Toyota Production System (TPS) Key Person and continued his work with Toyota, training others in TPS. He has been highly active in working on implementing lean around the world, supporting large and small companies alike. In 1998, he began to focus his lean endeavors on meeting the specific needs of high-mix, low-volume enterprises. During his time as an independent consultant, Greg purchased and operated his own manufacturing company, which specialized in fast turnaround on high-mix, low-volume parts. Greg used TPS to grow the business and nearly double its sales. Greg and his associates have experience not only at adapting the methods contained in this book, but also in applying other tools that are too numerous to detail here. They can be reached for further support with your lean transformation via email: [email protected]
Production and manufacturing management since the 1980s has absorbed in rapid succession several new production management concepts: manufacturing strategy, focused factory, just-in-time manufacturing, concurrent engineering, total quality management, supply chain management, flexible manufacturing systems, lean production, mass customization, and more. With the increasing globalization of manufacturing, the field will continue to expand. This encyclopedia's audience includes anyone concerned with manufacturing techniques, methods, and manufacturing decisions.
This book is about running modern industrial enterprises with the help of information systems. Enterprise resource planning (ERP) is the core of business information processing. An ERP system is the backbone of most companies' information systems landscape. All major business processes are handled with the help of this system. Supply chain management (SCM) looks beyond the individual company, taking into account that enterprises are increasingly concentrating on their core competencies, leaving other activities to suppliers. With the growing dependency on the partners, effective supply chains have become as important for a company's success as efficient in-house processes. This book covers typical business processes and shows how these processes are implemented. Examples are presented using the leading systems on the market – SAP ERP and SAP SCM. In this way, the reader can understand how business processes are actually carried out "in the real world".
Oliver Wight is one of the pioneers of Manufacture Resource Planning (MRPII). Here he introduces the essential concepts and benefits of MRPII in a practical format with easy-to-follow question-and-answer format. Among MRPII topics covered are: how MRPII can benefit a business, the executive's leadership role in implementation, the requirements of a successful MRPII implementation, guidelines for making MRPII effective in any organization, and managing MRPII for long-term competitive advantage.
The logic of Manufacturing Resource Planning (MRP II) is im plemented in most commercial production planning software tools and is commonly accepted by practitioners. However, these peo ple are not satisfied with production planning and complain about long lead times, high work-in-process, and backlogging. As many researchers have pointed out, the reason for these shortcomings is inherent to the methods that are used. The research community is thus eager to find more sophisticated approaches. This book is an attempt to compile some state-of-the-art work in the field of production planning research. It includes mate rial that somehow dominates the existing MRP II concept. 15 ar ticles written by 36 authors from 10 countries cover many aspects related to MRP II. All papers went through a single-blind refere eing process before they were selected for being published in this book. When we received papers for this issue, we discovered that MRP II is a topic about which not only management scientists show interest. As the list of authors proves, industrial engineers, computer scientists, and-operations researchers from academia as well as practitioners have contributed to this book. This, we hope, makes the book of value for a broad audience. We thank all authors who submitted papers. And, we are in debted to Dr. Werner Muller from Springer for his support in this book project.
Contents: MRP II--Manufacturing Resource Planning; The Implementation Challenge; Implementation Strategy; Cost Justification and Commitment; Project Organization and Responsibilities; Education Makes the Difference; Data and Policies; Software and Systems; Going On the Air: Phase I; Going On the Air: Phase II and III; Operating MRP II; Appendices; Index. This easy-to-understand book will help operation managers map out the project and keep it on target.