Zugl.: Potsdam, Univ., Diss., 2005.

Zugl.: Potsdam, Univ., Diss., 2008

Proefschrift Maastricht. / Lit. opg. - Met een samenvatting in het Nederlands.

No description available.

Zugl.: Sankt Gallen, Univ., Diss., 2009

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.

Zugl.: Olten, Hochsch. für Soziale Arbeit, Diplomarbeit