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.     

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) 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.     

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.     

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.     

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.     

How to unlock the benefits of MRP (materiel requirements planning) II and Just-in-Time

Manufacturing companies need to use the best and most applicable parts of MRP II and JIT to run their businesses effectively. MRP II provides the methodology to plan and control the total resources of the company and focuses on the processes that add value to their customers' products. It is the cornerstone of total quality management, as it reduces the variability and costly activities in the communication and subsequent execution of the required steps from customer order to shipment. JIT focuses on simplifying the total business operation and execution of business processes. MRP II and JIT are the foundations for successful manufacturing businesses.     

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.     

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.     

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 case study of exploiting enterprise resource planning requirements

The requirements engineering (RE) processes have become a key to conceptualising corporate-wide integrated solutions based on packaged enterprise resource planning (ERP) software. The RE literature has mainly focused on procuring the most suitable ERP package. Little is known about how an organisation exploits the chosen ERP RE model to frame the business application development. This article reports an exploratory case study of a key tenet of ERP RE adoption, namely that aligning business applications to the packaged RE model leads to integral practices and economic development. The case study analysed a series interrelated pilot projects developed for a business division of a large IT manufacturing and service company, using Oracle's appl1ication implementation method (AIM). The study indicated that AIM RE improved team collaboration and project management experience, but needed to make hidden assumptions explicit to support data visibility and integrity. Our study can direct researchers towards rigorous empirical evaluations of ERP RE adoption, collect experiences and lessons learned for practitioners, and help generate more effective and mature processes when exploiting ERP RE methods.     

A study of the MRP implementation process

This paper reports on a large-scale survey of companies involved in MRP implementation. Survey responses are used to develop a profile of problems typically encountered during the implementation process. Discriminant analysis is used to determine which of those problems, and additional factors, appear to affect the success or failure of MRP implementation. Finally, comparisons are made between the problems encountered during implementation and problems which were found to significantly discriminate between successful and unsuccessful MRP implementors.     

"城市夜规划"初探——"广州城市夜景照明体系规划研究"引发的思考

在对城市夜规划的本质、目的及其在城市规划体系中的地位进行了一系列讨论之后,分析并描述了城市空间在昼间和夜间的明显差异,探讨了城市夜规划研究的基本思路和方法,认为重视城市夜规划有利于促进城市空间的混合使用.     

Material requirements planning: a better way to plan material

MRP systems can benefit hospitals in their management of material. Systems provide the means to schedule surgical procedures, calculate material requirements, release orders, plan future capacity requirements, and release and track work orders. MRP can be a powerful tool if properly implemented. All it takes is individuals dedicated to maintaining the discipline and data integrity required to make MRP successful.