3e2a1b56-dafb-454d-87ad-86adea3e7b86

Recommendations

Info

Chapter 14 Enterprise resource planning (ERP) 409 Figure 14.2 The development of ERP Manufacturing Resource Planning Enterprise resource planning Web-integrated ERP Manufacturing Resource Planning (MRP II) expanded out of MRP during the 1980s. Again, it was a technology innovation that allowed the development. Local-area networks (LANs, see Chapter 8), together with increasingly powerful desktop computers, allowed a much higher degree of processing power and communication between different parts of a business. Also MRP II’s extra sophistication allowed the forward modelling of ‘what-if ’ scenarios. The strength of MRP and MRP II lay always in the fact that it could explore the consequences of any changes to what an operation was required to do. So, if demand changed, the MRP system would calculate all the ‘knock-on’ effects and issue instructions accordingly. This same principle also applies to ERP, but on a much wider basis. Enterprise resource planning (ERP) has been defined as, ‘a complete enterprise wide business solution. The ERP system consists of software support modules such as: marketing and sales, field service, product design and development, production and inventory control, procurement, distribution, industrial facilities management, process design and development, manufacturing, quality, human resources, finance and accounting, and information services. Integration between the modules is stressed without the duplication of information.’ 2 Some authorities caution against taking a naïve view of ERP. Look at this view: ‘Enterprise resource planning software, or ERP, doesn’t live up to its acronym. Forget about planning – it doesn’t do much of that – and forget about resource, [it is] a throwaway term. But remember the enterprise part. This is ERP’s true ambition. It attempts to integrate all departments and functions across a company onto a single computer system that can serve all those different departments’ particular needs.’ 3 So, ERP systems allow decisions and databases from all parts of the organization to be integrated so that the consequences of decisions in one part of the organization are reflected in the planning and control systems of the rest of the organization (see Fig. 14.3). ERP is the equivalent of the organization’s central nervous system, sensing information about the condition of different parts of the business and relaying the information to other parts of the business that need it. The information is updated in real time by those who use it and yet is always available to everyone connected to the ERP system. Also, the potential of web-based communication has provided a further boost to ERP development. Many companies have suppliers, customers and other businesses with whom they collaborate who themselves have ERP-type systems. An obvious development is to allow these systems to communicate. However, the technical, as well as organizational and strategic consequences of this can be formidable. Nevertheless, many authorities believe that the true value of ERP systems is only fully exploited when such web-integrated ERP (known by some people as ‘collaborative commerce’, or c-commerce) becomes widely implemented.
410 Part Three Planning and control Figure 14.3 ERP integrates information from all parts of the organization Short case SAP and its partners 4 ● Original equipment manufacturers (OEM) – This is for The largest European software company, based in Walldorf, Germany, SAP’s growth over the years has matched the popularity of the ERP systems which are still the foundation of its success. Founded by five former IBM engineers in 1972, SAP launched its ground-breaking SAP R/1 system one year later. This was followed by SAP R/2 in 1979 and R/3 in 1992. In 1999 SAP anticipated the influence of the Internet on network integration with its ‘mySAP.com’ product. Now customers in more than 120 countries run SAP ‘business software’ applications. These range, as the Company phrases it, from distinct solutions addressing the needs of small businesses and midsize companies to suite offerings for global organizations. SAP defines ‘business software’ as comprising enterprise resource planning and related applications such as supply chain management, customer relationship management, product life-cycle management, and supplier relationship management. SAP is well known for developing a network of ‘business partners’ to develop new products, sell its ‘solutions’, implement them into customers’ operations, provide service, educate end users, and several other activities. There are various categories of partnerships. ● Global Alliances – SAP global alliance partners are themselves global leaders and are therefore strategic partners with significant global presence. Membership is by invitation only. ● ● ● ● independent software vendors who integrate SAP technologies with their own products. OEM partners may add on, bundle, host, or embed SAP software. Solution providers – These partners offer customized solutions (a combination of business, technical, or application expertise) that include SAP software. Complementary technology partners – These partners provide complete, technically verified turnkey (out-of-the-box) software solutions that extend and add value to SAP solutions. Volume resellers – These partners resell all or part of the SAP software portfolio and derive their primary revenue from license sales. Authorized education – Partners are authorized by SAP to provide official training and education services to ensure that customers’ employees gain optimal training. Source: SAP
Page 1 and 2:
sixth edition OperatiOns ManageMent
Page 3 and 4:
Further reading in Operations Manag
Page 5 and 6:
Pearson Education Limited Edinburgh
Page 8 and 9:
Contents Guide to ‘operations in
Page 10 and 11:
Contents ix Chapter 12 Inventory pl
Page 12 and 13:
Guide to ‘operations in practice
Page 14 and 15:
Guide to ‘operations in practice
Page 16 and 17:
Making the most of this book and My
Page 18 and 19:
Making the most of this book and My
Page 20 and 21:
Preface xix Illustrations-based Ope
Page 22 and 23:
To the Student . . . Making the mos
Page 24 and 25:
About the authors Nigel Slack is th
Page 26 and 27:
Publisher’s acknowledgements We a
Page 28 and 29:
Part One INTRODUCTION This part of
Page 30 and 31:
Chapter 1 Operations management 3 O
Page 32 and 33:
Chapter 1 Operations management 5 S
Page 34 and 35:
Chapter 1 Operations management 7 S
Page 36 and 37:
Chapter 1 Operations management 9 m
Page 38 and 39:
Chapter 1 Operations management 11
Page 40 and 41:
Page 42 and 43:
Page 44 and 45:
Page 46 and 47:
Page 48 and 49:
Page 50 and 51:
Page 52 and 53:
Page 54 and 55:
Page 56 and 57:
Page 58 and 59:
Page 60 and 61:
Chapter 2 Operations performance 33
Page 62 and 63:
Page 64 and 65:
Page 66 and 67:
Page 68 and 69:
Page 70 and 71:
Page 72 and 73:
Page 74 and 75:
Page 76 and 77:
Page 78 and 79:
Page 80 and 81:
Page 82 and 83:
Page 84 and 85:
Page 86 and 87:
Page 88 and 89:
Chapter 3 Operations strategy 61 Op
Page 90 and 91:
Chapter 3 Operations strategy 63 Im
Page 92 and 93:
Chapter 3 Operations strategy 65 Fi
Page 94 and 95:
Chapter 3 Operations strategy 67 Em
Page 96 and 97:
Chapter 3 Operations strategy 69 Fi
Page 98 and 99:
Chapter 3 Operations strategy 71 Wo
Page 100 and 101:
Chapter 3 Operations strategy 73 Th
Page 102 and 103:
Chapter 3 Operations strategy 75 Ta
Page 104 and 105:
Chapter 3 Operations strategy 77 po
Page 106 and 107:
Chapter 3 Operations strategy 79 Su
Page 108 and 109:
Chapter 3 Operations strategy 81 me
Page 111 and 112:
Key operations questions Chapter 4
Page 113 and 114:
Chapter 4 Process design Key questi
Page 115 and 116:
88 Part Two Design Figure 4.2 The d
Page 117 and 118:
90 Part Two Design Environmentally
Page 119 and 120:
92 Part Two Design Figure 4.3 Diffe
Page 121 and 122:
94 Part Two Design Professional ser
Page 123 and 124:
96 Part Two Design Figure 4.4 Devia
Page 125 and 126:
98 Part Two Design Figure 4.6 Proce
Page 127 and 128:
100 Part Two Design Figure 4.8 Flow
Page 129 and 130:
102 Part Two Design Given that an i
Page 131 and 132:
104 Part Two Design From Little’s
Page 133 and 134:
106 Part Two Design The relationshi
Page 135 and 136:
108 Part Two Design Summary answers
Page 137 and 138:
110 Part Two Design the grant appli
Page 139 and 140:
Chapter 5 The design of products an
Page 141 and 142:
114 Part Two Design hopeless lack o
Page 143 and 144:
116 Part Two Design Core products a
Page 145 and 146:
118 Part Two Design Figure 5.3 The
Page 147 and 148:
120 Part Two Design Short case Squa
Page 149 and 150:
122 Part Two Design Critical commen
Page 151 and 152:
124 Part Two Design Reducing design
Page 153 and 154:
126 Part Two Design Figure 5.7 A QF
Page 155 and 156:
128 Part Two Design Purpose Basic f
Page 157 and 158:
130 Part Two Design Interactive des
Page 159 and 160:
132 Part Two Design Early conflict
Page 161 and 162:
134 Part Two Design Summary answers
Page 163 and 164:
136 Part Two Design similar. It was
Page 165 and 166:
Chapter 6 Supply network design Key
Page 167 and 168:
140 Part Two Design The supply netw
Page 169 and 170:
142 Part Two Design a particularly
Page 171 and 172:
144 Part Two Design and expanding o
Page 173 and 174:
146 Part Two Design Figure 6.4 Offs
Page 175 and 176:
148 Part Two Design Controversially
Page 177 and 178:
150 Part Two Design Energy costs. O
Page 179 and 180:
152 Part Two Design product and fas
Page 181 and 182:
154 Part Two Design Figure 6.7 Cent
Page 183 and 184:
156 Part Two Design The blue dotted
Page 185 and 186:
158 Part Two Design Table 6.4 The a
Page 187 and 188:
160 Part Two Design Figure 6.11 Rep
Page 189 and 190:
162 Part Two Design Case study Disn
Page 191 and 192:
164 Part Two Design plastic, and ap
Page 193 and 194:
166 Part Two Design of a failing Di
Page 195 and 196:
Supplement to Chapter 6 Forecasting
Page 197 and 198:
170 Part Two Design Figure S6.2 Som
Page 199 and 200:
172 Part Two Design Figure S6.3 Tim
Page 201 and 202:
174 Part Two Design Table S6.3 Expo
Page 203 and 204:
176 Part Two Design a comparative s
Page 205 and 206:
178 Part Two Design Operations in p
Page 207 and 208:
180 Part Two Design The basic layou
Page 209 and 210:
182 Part Two Design In functional l
Page 211 and 212:
184 Part Two Design Figure 7.5 The
Page 213 and 214:
186 Part Two Design shown with thre
Page 215 and 216:
188 Part Two Design Table 7.2 The a
Page 217 and 218:
190 Part Two Design Combinatorial c
Page 219 and 220:
192 Part Two Design The general fun
Page 221 and 222:
194 Part Two Design Heuristic proce
Page 223 and 224:
196 Part Two Design Figure 7.16 (a)
Page 225 and 226:
198 Part Two Design the total work
Page 227 and 228:
200 Part Two Design Working from th
Page 229 and 230:
202 Part Two Design ● ● ● Hig
Page 231 and 232:
204 Part Two Design Table 7.4 Stand
Page 233 and 234:
Chapter 8 Process technology Key qu
Page 235 and 236:
208 Part Two Design What is process
Page 237 and 238:
210 Part Two Design be used where c
Page 239 and 240:
212 Part Two Design Here we will ex
Page 241 and 242:
214 Part Two Design E-business E-co
Page 243 and 244:
216 Part Two Design Table 8.2 Examp
Page 245 and 246:
218 Part Two Design Customer-proces
Page 247 and 248:
220 Part Two Design ‘drive’ it.
Page 249 and 250:
222 Part Two Design Figure 8.6 Diff
Page 251 and 252:
224 Part Two Design Short case SVT
Page 253 and 254:
226 Part Two Design Table 8.5 Prese
Page 255 and 256:
228 Part Two Design Anticipating im
Page 257 and 258:
230 Part Two Design Case study Roch
Page 259 and 260:
232 Part Two Design Problems and ap
Page 261 and 262:
234 Part Two Design Operations in p
Page 263 and 264:
236 Part Two Design Human resource
Page 265 and 266:
238 Part Two Design Table 9.2 Cause
Page 267 and 268:
240 Part Two Design ● Group resou
Page 269 and 270:
242 Part Two Design Job design Job
Page 271 and 272:
244 Part Two Design ● ● ● ●
Page 273 and 274:
246 Part Two Design Figure 9.7 A ty
Page 275 and 276:
248 Part Two Design asked to contri
Page 277 and 278:
250 Part Two Design ● ● ● Eff
Page 279 and 280:
252 Part Two Design Table 9.3 Examp
Page 281 and 282:
254 Part Two Design Qualified worke
Page 283 and 284:
256 Part Two Design Case study Serv
Page 285 and 286:
258 Part Two Design 3 4 5 Step 1 -
Page 287 and 288:
260 Part Two Design them. This mean
Page 289 and 290:
262 Part Two Design Work measuremen
Page 291 and 292:
264 Part Two Design Figure S9.1 Tim
Page 293 and 294:
Key operations questions Chapter 10
Page 295 and 296:
Chapter 10 The nature of planning a
Page 297 and 298:
270 Part Three Planning and control
Page 299 and 300:
Page 301 and 302:
Page 303 and 304:
276 Part Three Make-to-stock Planni
Page 305 and 306:
Page 307 and 308:
Page 309 and 310:
282 Part Three Last-in first-out se
Page 311 and 312:
Page 313 and 314:
Page 315 and 316:
Page 317 and 318:
Page 319 and 320:
Page 321 and 322:
Page 323 and 324:
Page 325 and 326:
Page 327 and 328:
Page 329 and 330:
Page 331 and 332:
Page 333 and 334:
Page 335 and 336:
Page 337 and 338:
Page 339 and 340:
Page 341 and 342:
Page 343 and 344:
Page 345 and 346:
Page 347 and 348:
Page 349 and 350:
Page 351 and 352:
Page 353 and 354:
Page 355 and 356:
Page 357 and 358:
Page 359 and 360:
Page 361 and 362:
Page 363 and 364:
Page 365 and 366:
Page 367 and 368:
Chapter 12 Inventory planning and c
Page 369 and 370:
Page 371 and 372:
Page 373 and 374:
Page 375 and 376:
Page 377 and 378:
Page 379 and 380:
Page 381 and 382:
Page 383 and 384:
Page 385 and 386: 358 Part Three Planning and control
Page 433 and 434: Chapter 14 Enterprise resource plan
Page 435: 408 Part Three Planning and control
Page 449 and 450: Supplement to Chapter 14 Materials
Page 487 and 488:
Page 489 and 490:
Page 491 and 492:
Page 493 and 494:
Page 495 and 496:
Page 497 and 498:
Page 499 and 500:
Page 501 and 502:
Page 503 and 504:
Page 505 and 506:
Page 507 and 508:
Page 509 and 510:
Page 511 and 512:
Page 513 and 514:
Page 515 and 516:
Page 517 and 518:
Page 519 and 520:
Page 521 and 522:
Page 523 and 524:
Page 525 and 526:
Page 527 and 528:
Page 529 and 530:
Page 531 and 532:
Page 533 and 534:
Page 535 and 536:
Page 537 and 538:
Page 539 and 540:
Page 541 and 542:
Page 543 and 544:
Page 545 and 546:
Page 547 and 548:
Supplement to Chapter 17 Statistica
Page 549 and 550:
Page 551 and 552:
Page 553 and 554:
Page 555 and 556:
Page 557 and 558:
Page 559 and 560:
Page 561 and 562:
Page 563:
Page 566 and 567:
Part Four IMPROVEMENT Even the best
Page 568 and 569:
Chapter 18 Operations improvement 5
Page 570 and 571:
Page 572 and 573:
Page 574 and 575:
Page 576 and 577:
Page 578 and 579:
in both scientific management and m
Page 580 and 581:
Page 582 and 583:
Page 584 and 585:
Page 586 and 587:
Page 588 and 589:
Page 590 and 591:
Page 592 and 593:
Page 594 and 595:
Page 596 and 597:
Page 598 and 599:
Chapter 19 Risk management Key ques
Page 600 and 601:
Chapter 19 Risk management 573 What
Page 602 and 603:
Chapter 19 Risk management 575 Figu
Page 604 and 605:
Chapter 19 Risk management 577 Shor
Page 606 and 607:
Page 608 and 609:
Chapter 19 Risk management 581 dist
Page 610 and 611:
Chapter 19 Risk management 583 ‘S
Page 612 and 613:
Chapter 19 Risk management 585 Tabl
Page 614 and 615:
● ● ● Chapter 19 Risk managem
Page 616 and 617:
Chapter 19 Risk management 589 Cond
Page 618 and 619:
Page 620 and 621:
Risk mitigation actions Chapter 19
Page 622 and 623:
Page 624 and 625:
■ ■ Chapter 19 Risk management
Page 626 and 627:
Chapter 19 Risk management 599 1.24
Page 628 and 629:
Chapter 20 Organizing for improveme
Page 630 and 631:
Page 632 and 633:
Page 634 and 635:
Page 636 and 637:
Page 638 and 639:
Page 640 and 641:
Page 642 and 643:
● Chapter 20 Organizing for impro
Page 644 and 645:
Page 646 and 647:
Page 648 and 649:
● ● ● ● understand and beli
Page 650 and 651:
The Deming Prize Chapter 20 Organiz
Page 652 and 653:
Page 654 and 655:
Page 656 and 657:
Page 658 and 659:
Part Five CORPORATE SOCIAL RESPONSI
Page 660 and 661:
Chapter 21 Operations and corporate
Page 662 and 663:
Page 664 and 665:
Page 666 and 667:
Page 668 and 669:
Page 670 and 671:
Page 672 and 673:
Page 674 and 675:
Page 676 and 677:
● ● ● ● ● Chapter 21 Oper
Page 678 and 679:
Page 680 and 681:
Notes on chapters 653 3 Sources inc
Page 682 and 683:
Notes on chapters 655 ground data:
Page 684 and 685:
Notes on chapters 657 national Jour
Page 686 and 687:
Glossary 659 Breakthrough improveme
Page 688 and 689:
Glossary 661 Division of labour: an
Page 690 and 691:
Glossary 663 Internal customers: pr
Page 692 and 693:
Glossary 665 Partnership: a type of
Page 694 and 695:
Glossary 667 Reliability: when appl
Page 696 and 697:
Glossary 669 Transformation process
Page 698 and 699:
‘blue sky’ research projects 45
Page 700 and 701:
cumulative representation 317-22 cu
Page 702 and 703:
failures (continued) estimates of o
Page 704 and 705:
inventories (continued) de-coupling
Page 706 and 707:
mitigation of ethical practice brea
Page 708 and 709:
precedence diagrams 197-9, 481 prec
Page 710 and 711:
esources 7-8 business continuity 59
Page 712 and 713:
supply chains (continued) meaning 3
show all

3e2a1b56-dafb-454d-87ad-86adea3e7b86

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?