A simulation model is used to investigate the impact of increased parts commonality on the operating characteristics of a manufacturing firm using MRP. To enable increased generalization about commonality, its impact is studied under a variety of environmental conditions. These conditions are defined by operational factors which manipulate end item demand patterns, setup time, lot sizing method, and the degree to which overall plant processing requirements are disaggregated and allocated to separate work centers. The manufacturing performance measures used, such as average processing time and standard deviation of processing time, focus on capacity requirements. A new measure, system disruption, is introduced. This measure focuses attention on the resource reallocation which may be required with the institution of increased commonality. The results demonstrate that increased commonality can in some cases lead to the beneficial effect of a sizable reduction in average processing time without necessarily being accompanied by an increase in workload variability. The results also show that it is very important to consider the impact of increased commonality on an individual work center basis as well as on the plant-wide basis, since workload may be redistributed from work center to work center by the institution of commonality. Previous commonality studies have generally shown that increased commonality will usually lead to the detrimental effect of an increase in period to period workload variability. This study demonstrates that such is not always the case. In fact, a strategic institution of commonality in order to totally eliminate the processing requirements for certain work centers may actually allow a decrease in workload variability.

'Half of all technology projects fail to meet CEO expectations'. CSC Index study (in CIO Enterprise, July 1998) Enterprise Resource Planning (ERP) Systems promise to revolutionise the way a business operates: allowing greater flexibility, market responsiveness, customer service, management information and reduced costs. However experiences and opinions vary dramatically as to whether ERP systems deliver on these promises. Certainly ERP systems customer demand remains strong, with major ERP systems vendors experiencing several years of double-digit growth and better, with a whole sub-industry of consultants and systems integrators growing around ERP system. This study examines the strategic nature and implications of the ERP systems decision: in reality a multitude of decisions, which together have drastic and lasting effects on nearly all aspects of an organisation. As with all strategic issues, there is no `step-by-step recipe for success' with ERP, but rather a successful approach depends on the specific organisation and its environment. Therefore what is required is an assessment and analysis of these, the results of which are combined with established knowledge about IT systems development and implementation to determine the most suitable approach. In this way ERP is integrated with organisational strategy and therefore can achieve maximum benefit. If ERP is not viewed and managed as a strategic project, it is likely, at best, to be a massive waste of resources and, at worst, may cripple an organisation.

Thesis--PlanB (M.S.)--University of Wisconsin--Stout, 2004. / Includes bibliographical references.

'Half of all technology projects fail to meet CEO expectations'. CSC Index study (in CIO Enterprise, July 1998) Enterprise Resource Planning (ERP) Systems promise to revolutionise the way a business operates: allowing greater flexibility, market responsiveness, customer service, management information and reduced costs. However experiences and opinions vary dramatically as to whether ERP systems deliver on these promises. Certainly ERP systems customer demand remains strong, with major ERP systems vendors experiencing several years of double-digit growth and better, with a whole sub-industry of consultants and systems integrators growing around ERP system. This study examines the strategic nature and implications of the ERP systems decision: in reality a multitude of decisions, which together have drastic and lasting effects on nearly all aspects of an organisation. As with all strategic issues, there is no `step-by-step recipe for success' with ERP, but rather a successful approach depends on the specific organisation and its environment. Therefore what is required is an assessment and analysis of these, the results of which are combined with established knowledge about IT systems development and implementation to determine the most suitable approach. In this way ERP is integrated with organisational strategy and therefore can achieve maximum benefit. If ERP is not viewed and managed as a strategic project, it is likely, at best, to be a massive waste of resources and, at worst, may cripple an organisation.

Project report for Master of Business in Information Technology. Thesis (M.Bus.)--University of Technology, Sydney, 1999.

In manufacturing, resource planners are relied on how to allocate in-house production and outsourcing; how to plan the flexibility for customers¡¦ demand fluctuation; how to optimize capacity allocation under customers¡¦ satisfaction. Harvard professor, David McClelland brought up the concept of competence in the early 1970¡¦s. He claimed that the motive power of good performance mostly came from deep, personal motives and character, rather than from IQ. Therefore this research focuses on understanding which competences a good resource planner should have. This research summarized a total of 15 competences that resource planners should have based on literature and case studies. Those 15 competences are achievement-orientation, impact and influence, analytical thinking, initiative, self-confidence, interpersonal relationship, teamwork, conceptual thinking, specialized knowledge, care order and quality, customer-orientation, self-control, information collection, English ability, and the ability to communicate with management team. Among those 15 competences, 7 competences are critical ones to foresee good performance. Those 7 competences are achievement-orientation, impact and influence, initiative, conceptual thinking, care order and quality, customer-orientation, information collection. The others competences, analytical thinking, self-confidence, interpersonal relationship, teamwork, specialized knowledge, self-control, English ability, and the ability to communicate with management team, are threshold competences for resource planners. This research results can be applied to selection in human resource management. It is also valuable for companies, which are in the same industry as the company in case study to use as a reference.

Thesis--PlanB (M.S.)--University of Wisconsin--Stout, 2004. / Field problem. Includes bibliographical references.

The Printing and Packaging Industry in South Africa has become very competitive over the last decade. Imports and the move towards environmentally friendly packaging have put additional strain on certain sectors of this industry. EH Walton Packaging (Pty) Ltd is one of oldest converters in the industry, established in 1845, and has always been a leader with regards to new technology. It has grown from a small, family business to one of the biggest and most respected in South Africa, but it is still a private company. Due to the rapid growth the shareholders approved a multi-million rand expansion project in 2000. After completion the anticipated increase in shareholder value did not materialize, even though the production facility is always busy. The objective of this research study is to demonstrate to senior management that quality does not end with accreditation of ISO 9001:2000, but that total quality management is invaluable as a business strategy to reach world class manufacturing standards and to sustain organisational excellence. The research will investigate the origins and development of total quality management and world-class manufacturing and extract the most important elements that form the basis of sustainable competitiveness, as well as research done on the reasons why businesses fail. These elements will be further investigated, with special emphasis on the African/South African environment. Research showed that sustained excellence in business and quality is based on customer focus, guided by strategic planning, with leadership at the core, enhanced by philosophy, employee improvement and involvement, and quality assurance. Failure of achieving excellence is best summarized by Deming’s Seven Deadly Sins. The case study approach that was followed to determine the status of total quality elements within the company yielded contrasting results. A number of the “sins” were identified as present in the business strategy; levels of leadership varies from traditional Summary to high performance; understanding of where the company is heading is fragmented; there are no social programs in place and training only concentrates on apprenticeships and not on developing shop floor skills – to mention a few. Surprising is the world-class orientation with regards to customers; but again, this is contrasted with the lack of active customer satisfaction initiatives. The study concludes that although many negative aspects exist and that the prevailing culture does not appear to support change towards world-class growth, there is an element of positive energy among employees. Most of the employees who participated in the study believe that the company has a bright future. It is these attitudes that must be used to drive change, with a clear vision, good strategies and world-class leaders.

No description available.

by Wong Ching-Ngok. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1998. / Includes bibliographical references (leaf 37). / TABLE OF CONTENTS --- p.iii / Chapter / Chapter I. --- INTRODUCTION --- p.1 / Chapter II --- METHODOLOGY --- p.5 / Chapter III --- LITERATURE REVIEW --- p.7 / Chapter IV --- ANALYSIS --- p.13 / Equator --- p.13 / Data Standards --- p.15 / Supply Standard --- p.15 / Capacity/Tradeoffs --- p.17 / Yield --- p.18 / Cycle Time --- p.18 / Master Data --- p.18 / Stage Process Codes --- p.19 / Planning Device --- p.22 / Demand Standard --- p.23 / Customer --- p.24 / Forecasting Device --- p.26 / Inventory Target --- p.26 / Demand Prioritization --- p.26 / Product --- p.27 / Request for Product --- p.28 / Bill of Material Standards --- p.28 / Chapter V --- CONCLUSION/COMMENTS --- p.32 / Employee Feedback --- p.32 / Customer Comments --- p.33 / Looking Forward --- p.34 / BIBLIOGRAPHY --- p.36