14.1 Chapter 14 Enterprise resource planning (ERP) Pearson Education Ltd. Devon Obugenga Shaw 14.1 Slack, Chambers and Johnston, Operations Management, 6th Edition, © Nigel Slack, Stuart Chambers, and Robert Johnston 2010 14.2 Enterprise resource planning (ERP) Operations strategy Design Enterprise resource planning (ERP) Improvement Planning and control The market requires… specified time, quantity and quality of products and services The operation supplies… the informational ability to deliver products and services 14.2 Slack, Chambers and Johnston, Operations Management, 6th Edition, © Nigel Slack, Stuart Chambers, and Robert Johnston 2010 14.3 Key operations questions In Chapter 14 – Enterprise resource planning (ERP) – Slack et al. identify the following key questions: • What is ERP? • How did ERP develop? • How should ERP systems be implemented? 14.3 Slack, Chambers and Johnston, Operations Management, 6th Edition, © Nigel Slack, Stuart Chambers, and Robert Johnston 2010 The development of ERP Increasing impact on the whole supply network 14.4 Web-integrated enterprise resource planning (collaborative commerce, c-commerce) Enterprise resource planning (ERP) Manufacturing resource planning (MRPII) Material requirements planning (MRP) Increasing integration of information systems 14.4 Slack, Chambers and Johnston, Operations Management, 6th Edition, © Nigel Slack, Stuart Chambers, and Robert Johnston 2010 14.5 The process of MRP1 Explode the master production schedule. Identify what parts and assemblies are required. Check whether the required parts and assemblies are available. For every part or assembly that is required, but not available, identify when work needs to be started for it to be made available by its due date. Generate the appropriate works and purchase orders. Repeat the process for the next level of the bill of materials. 14.5 Slack, Chambers and Johnston, Operations Management, 6th Edition, © Nigel Slack, Stuart Chambers, and Robert Johnston 2010 14.6 Component structure for a product Product Part A (2) LT=1 Part E (2) LT= 2 Part I (2) LT= 2 Part B (2) LT= 2 Part F (1) LT= 2 Part J (1) LT=1 Part C (1) LT=1 Part D (1) LT=1 Part G (1) LT=2 Part H (4) LT=1 (X) = quantity Part On hand inventory A B C D E F G H I J 0 30 60 0 100 20 0 50 100 60 Order quantities 600 600 500 600 600 500 500 500 600 600 LT = lead time 14.6 Slack, Chambers and Johnston, Operations Management, 6th Edition, © Nigel Slack, Stuart Chambers, and Robert Johnston 2010 14.7 Product structure for a simple board game Board game Level 0 00289 Level 1 Box lid 10077 Box base assembly 10089 ‘Quest’ cards 10023 Character set 10045 Dice 10045 TV label 10062 Game board 10033 Rules 10056 Level 2 Box base 20427 14.7 Inner tray 23988 TV label 10062 Slack, Chambers and Johnston, Operations Management, 6th Edition, © Nigel Slack, Stuart Chambers, and Robert Johnston 2010 14.8 Product structures A-shape product structure 14.8 T-shape product structure V-shape product structure X-shape product structure Slack, Chambers and Johnston, Operations Management, 6th Edition, © Nigel Slack, Stuart Chambers, and Robert Johnston 2010 14.9 Materials requirements planning (MRP) schematic Customer orders Master production schedule Forecast demand Bill of materials Material requirements planning Inventory records Materials plans Works orders Purchase orders 14.9 Slack, Chambers and Johnston, Operations Management, 6th Edition, © Nigel Slack, Stuart Chambers, and Robert Johnston 2010 14.10 Master production schedule (MPS) Known orders Forecast demand Sister plant demand R&D demand Master production schedule Promotion requirements etc. 14.10 Key capacity constraints Inventory levels Spares demand Safety stock requirements Slack, Chambers and Johnston, Operations Management, 6th Edition, © Nigel Slack, Stuart Chambers, and Robert Johnston 2010 14.11 Example of a master production schedule Week number 1 2 3 4 5 6 7 8 9 Demand 10 10 10 10 15 15 15 20 20 Available 20 10 0 0 0 0 0 0 0 0 0 10 10 15 15 15 20 20 MPS On hand 14.11 30 Slack, Chambers and Johnston, Operations Management, 6th Edition, © Nigel Slack, Stuart Chambers, and Robert Johnston 2010 14.12 Example of a ‘level’ master production schedule Week number 1 2 3 4 5 6 7 8 9 Demand 10 10 10 10 15 15 15 20 20 Available 31 32 33 34 30 26 22 13 4 MPS 11 11 11 11 11 11 11 11 11 On hand 14.12 30 Slack, Chambers and Johnston, Operations Management, 6th Edition, © Nigel Slack, Stuart Chambers, and Robert Johnston 2010 14.13 Example of a level master production schedule including available to promise Week number 1 2 3 4 5 6 7 8 9 Demand 10 10 10 10 15 15 15 20 20 Sales orders 10 10 10 8 4 Available 31 32 33 34 30 26 22 13 4 ATP 31 1 1 3 7 11 11 11 11 MPS 11 11 11 11 11 11 11 11 11 On hand 14.13 30 Slack, Chambers and Johnston, Operations Management, 6th Edition, © Nigel Slack, Stuart Chambers, and Robert Johnston 2010 14.14 The MRP netting calculations for the simple board game Master production schedule 10 Board games (00289) required Works order for level 0 parts Level 0 Inventory file 3 Board games (00289) in stock Assemble 20 Board games (00289) Bill of materials Require 20 box base assemblies (10089) Level 1 Inventory file Works and purchase orders for level 1 parts 10 box base assemblies (10089) in stock Assemble 50 box base assemblies (10089) Bill of materials Inventory file Require 50 box bases (20467), 50 inner trays (23988) and 50 TV labels (10062) 15 box bases, 4 inner trays and 65 TV labels in stock Level 2 14.14 Works and purchase orders for level 2 parts Purchase 40 box bases (20467) and 60 inner trays (23988) = re-order quantity Slack, Chambers and Johnston, Operations Management, 6th Edition, © Nigel Slack, Stuart Chambers, and Robert Johnston 2010 14.15 Closed-loop MRP Materials plans We wish to make 300 units per month Production plan We wish to make 7 units for day 35 Master production schedule Therefore we will need to make 5 box assemblies for week 35 Materials plan 14.15 Capacity plans realistic? Resource requirement plan realistic? Rough-cut capacity plan Can we make 7 units for day 35? realistic? Capacity requirements plan Can we make 5 box assemblies for week 35? Can we make 300 units per month? Slack, Chambers and Johnston, Operations Management, 6th Edition, © Nigel Slack, Stuart Chambers, and Robert Johnston 2010 14.16 The concept of MRP II Marketing Finance Central database Design 14.16 Operations Slack, Chambers and Johnston, Operations Management, 6th Edition, © Nigel Slack, Stuart Chambers, and Robert Johnston 2010 14.17 The benefits of ERP • Because software communicates across all functions, there is absolute visibility of what is happening in all parts of the business. • The discipline of forcing business-process-based changes is an effective mechanism for making all parts of the business more efficient. • There is a better ‘sense of control’ of operations that will form the basis for continuous improvement. • It enables far more sophisticated communication with customers, suppliers and other business partners. • It is capable of integrating whole supply chains including suppliers’ suppliers and customers’ customers. 14.17 Slack, Chambers and Johnston, Operations Management, 6th Edition, © Nigel Slack, Stuart Chambers, and Robert Johnston 2010 14.18 ERP integrates several systems Senior management and stakeholders Integrated database Operations applications Purchasing and supply applications Sales and marketing applications Delivery and logistics applications Customers Back-office staff Suppliers Financial applications Front-office staff Strategic reporting applications Service applications HRM applications Employees 14.18 Employees Slack, Chambers and Johnston, Operations Management, 6th Edition, © Nigel Slack, Stuart Chambers, and Robert Johnston 2010
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