How to get top management support for MRP (materiel requirements planning) II

Getting top management support for materiel requirements planning (MRP) is not impossible. When senior management supports the effort, the success rate skyrockets and companies experience results that improve their bottom-line performance. This article describes a step-by-step process for gaining top management's commitment to the effort.     

MRP (materiel requirements planning) II education: a team-building experience

Conestoga Wood Specialties, a leader in the woodworking industry, is constantly striving for continuous improvement in manufacturing and service. Recently, the company embarked on a major MRP II education effort that served as a framework for team building. This team building concept has carried over into other aspects related to the business, such as the formalization of the sales and operations planning meeting. At Conestoga Wood, it is recognized that successful team building is necessary to achieve and maintain world-class performance.     

Integrating MRP (materiel requirements planning) II and JIT to achieve world-class status

The concepts and principles of using manufacturing resource planning (MRP II) for planning are not new. Their success has been proven in numerous manufacturing companies in America. The concepts and principles of using just-in-time (JIT) inventory for execution, while more recent, have also been available for some time, and their success in Japan well documented. However, it is the effective integration of these two powerful tools that open the way to achieving world-class manufacturing status. This article will utilize a newly developed world-class manufacturing model, which will review the aspects of planning, beginning with a business plan through the production planning process and culminating with a master schedule that drives a materiel/capacity plan. The importance and interrelationship of these functions are reviewed. The model then illustrates the important aspects of executing these plans beginning with people issues, through total quality control (TQC) and pull systems. We will then utilize this new functional model to demonstrate the relationship between these various functions and the importance of integrating them with a total comprehensive manufacturing strategy that will lead to world-class manufacturing and profits.     

MRP (materiel requirements planning) II implementation: a case study

Manufacturing resource planning (MRP II) is a powerful and effective business planning template on which to build a continuous improvement culture. MRP II, when successfully implemented, encourages a disciplined yet nonthreatening environment centered on measurement and accountability. From the education that accompanies an MRP II implementation, the employees can better understand the vision and mission of the organization. This common goal keeps everyone's energy directed toward the same final objective. The Raymond Corporation is a major materiels handling equipment manufacturer headquartered in Greene, New York, with class "A" MRP II manufacturing facilities in Greene and Brantford, Ontario and an aftermark distribution facility in East Syracuse, New York. Prior to the implementation of MRP II in its Greene plant (from 1988 through 1990) good intentions and hard work were proving to be less than necessary to compete in the global market. Certified class "A" in February 1990. The Raymond Corporation has built a world-class organization from these foundations.     

MRP (materiel requirements planning) II: successful implementation the hard way

Many manufacturing companies embark on MRP II implementation projects as a method for improvement. In spite of an increasing body of knowledge regarding successful implementations, companies continue to attempt new approaches. This article reviews an actual implementation, featuring some of the mistakes made and the efforts required to still achieve "Class A" performance levels.     

The people side of MRP (materiel requirements planning)

A montage of ideas and concepts have been successfully used to train and motivate people to use MRP II systems more effectively. This is important today because many companies are striving to achieve World Class Manufacturing status. Closed loop Materiel Requirements Planning (MRP) systems are an integral part of the process of continuous improvement. Successfully using a formal management planning system, such as MRP II, is a fundamental stepping stone on the path toward World Class Excellence. Included in this article are techniques that companies use to reduce lead time, simplify bills of materiel, and improve schedule adherence. These and other steps all depend on the people who use the system. The focus will be on how companies use the MRP tool more effectively.     

Integrating MRP (materiel requirements planning) into modern business

Time is the commodity of the '90s. Therefore, we all must learn how to use our manufacturing systems to shorten lead time and increase customer satisfaction. The objective of this article is to discuss practical ways people integrate the techniques of materiel requirements planning (MRP) systems with just-in-time (JIT) execution systems to increase customer satisfaction. Included are examples of new ways people use MRP systems to exemplify the process of continuous improvement--multiple items on work orders, consolidated routings, flexing capacity, and other new developments. Ways that successful companies use MRP II for planning and JIT for execution are discussed. There are many examples of how to apply theory to real life situations and a discussion of techniques that work to keep companies in the mode of continuous improvement. Also included is a look at hands-on, practical methods people use to achieve lead time reduction and simplify bills of material. Total quality management concepts can be applied to the MRP process itself. This in turn helps people improve schedule adherence, which leads to customer satisfaction.     

How "the best" companies use MRP (materiel requirements planning) and just-in-time for successful manufacturing

A study of production planning and control methods used in six leading companies found that a blending strategy is more effective than reliance on a single system. The blending of just-in-time and materiel requirements planning and other approaches allowed companies to select methods that best fit the unique characteristics of their production environments.     

MRP II (material requirements planning): one year later

This article addresses the continued need for the behavior change process that must be managed long after materiel requirements planning (MRP II) implementation. Mason & Hanger, Pantex Plant is the final assembly and dismantlement facility for all United States nuclear weapons. On October 1, 1990, Mason & Hanger implemented a full production cutover to MRP II. One year later, following class A certification, the MRP II implementation team is still actively managing the change process through education and training programs and overall continuous improvement initiatives. Actual behavior change problems are identified together with the proven solutions implemented in a government-owned, contractor-operated facility environment. Performance measurements ranging from senior management planning to shop floor accomplishments and cost variance reports are shown as normal management tools used to identify target improvement areas.     

Material requirements planning (MRP) and purchase discounts

This paper reports the results of a simulation experiment that compares alternative procedures for determining purchase quantities in MRP systems when quantity discounts are available. The procedures are least unit cost (LUC), McLaren's order moment (MOM) and a “traditional” procedure that ignores the time-phased information available from an MRP system. One of the factors in the experiment was requirement uncertainty, a factor heretofore not incorporated in MRP lot-sizing research. The results of the experiment confirm MOM (and to a lesser extent LUC) as an effective lot-sizing procedure. In addition, the work shows that the differences between the procedures tend to vanish as the amount of uncertainty in the requirements increases.     

Sales and marketing's partnership role in class A MRP II (material requirements planning)

As the material and requirements planning (MRP) II process has evolved, many companies have discovered that the process is greatly enhanced when the entire business participates. The sales and operations planning process is the forum for the businesswide decisions concerning sales, production, and inventory. Sales and marketing must be integral parts of these decision-making activities.     

Against all odds! You still can upgrade and reimplement an MRP II (material requirements planning) system

This article illustrates the three key elements necessary when reimplementing a closed-loop manufacturing system. The first is to accept the paradigm of people's fear of being changed. The second is to devise a methodological process to define the overall tasks, identify roles, and determine an organized approach. The third is to involve and receive commitment of all players to ensure that predefined tasks are completed on schedule.     

War games: using MRP (material requirements planning) audits to pinpoint problems and keep the competitive edge

In today's world, it is a challenge just to stay in business, let alone remain competitive in a specific industry. We will show you how to pinpoint MRP II problems and attack them through self-assessment audits. You will discover the secrets of breaking down barriers between Master Schedulers, Material Planners, Production Control Planners, and the Manufacturing Line. Self-assessment audits are one way to take care of your planning functions before outside auditors take care of them for you.     

A study of MRP benefits and costs

This paper describes benefits and costs of MRP systems based on a large survey of MRP users. These users report they have achieved significant improvements in inventory turnover, delivery performance, and other benefits, and that further improvements are expected when their MRP systems are fully implemented. A series of regression models are also described in the paper which explain why some companies achieve more benefits from MRP than others. The models are not only fitted to the sample data, but they obtain good predictive results on a holdout sample. These models indicate that companies should stress a broad approach to implementation; there is no one overriding factor which guarantees MRP success.     

探析如何提高MRP系统中主生产计划的有效性

从需求和计划编制两个方面分析提高主生产计划有效性的方法。MRP是计划主导型的生产计划和控制系统,主生产计划作为MRP系统的关键模块,决定着企业的采购、生产、库存、交付等。MRP系统是由需求驱动的,通过分析,提出综合运用聚焦预测法采提高需求的准确性。主生产计划的准确性和稳定性,则通过在编制过程中运用滚动计划法、定期评审、适度冻结等方法得以实现。     

How to use benchmarking to reduce planning and purchasing costs

Each year at budget time, the standard question asked of the materiel management group is "Why do you have so many people?" Our answer had been that we do not have enough people. With more people, we could lower total cost and manage inventories better. The inevitable standoff occurs with each side feeling that the other does not understand the need for materiel management services. In early 1993, we decided to be prepared to answer the famous question of Dr. W. Edwards Deming, "How do you know?" We wanted to show people we really did know our business and thus initiated a project to benchmark planning, purchasing, and scheduling services of other companies. This article shares not only the results of the benchmarking efforts, but also the techniques for getting started.     

城市规划:如何走出困境

一、引言　　自从实行经济体制改革和对外开放的政策以来 ,我国的经济迅猛发展 ,在良好的经济发展势头作用之下 ,原有的城市在不停地扩大和更新 ,新的城镇和开发区也相继涌现 ,城市建设量之大用“史无前例”来形容毫不夸张 ,城市规划学科也因此获得了大量实践和理论研究的机会。然而 ,在我们为城市规划取得的成就而欢呼时 ,也听到一些指责和批评。在现实工作中 ,城市规划的处境也愈加复杂 ,在计划经济条件下 ,主要是受“长官意志”的干预 ,而在社会主义市场经济条件下 ,则是“长官意志”、开发商、公众等多因素联合干预。虽然规划师为了保护…