管理战略

约束理论 (TOC）约束理论（Theory of Constraints，TOC)是以色列物理学家、企业管理顾问戈德拉特博士在他开创的优化生产技术(Optimized Production Technology，OPT)基础上发展起来的管理哲理．该理论提出了在制造业经营生产活动中定义和消除制约因素的一些规范化方法，以支持连续改进(Continuous Improvement)。同时TOC也是对MRPⅡ和JIT在观念和方法上的发展。     

MJO库存控制模型研究

寻找有效的库存控制方法对企业提高运营效率意义重大。整合物料需求计划(MRP)、准时化生产(JIT)和最优生产技术(OPT)三种方法而成的M JO库存控制模型,可以做到既保证客户服务水平,又不占用过多资金,是实现有效库存控制,进而提高运营效率的重要手段。     

企业物流信息化的发展

随着知识经济时代的到来和全球经济一体化、电子商务大趋势的形成，信息作为经济发展的战略资源已成为社会生产力的重要因素。本文以技术创新的理论与观点，着重在MRP的发展、MRPⅡ与JIF的有机结合、MRPⅢ的概念、企业MIS、Intranet、WBM等先进网络技术等方面进行探讨，较全面地概述了企业管理信息化的现状与发展。     

企业ERP项目实施探讨

要想了解ERP的发展基础必须先了解MRP（Material Requirements planning，MRP），MRP称为物料需求计划是20世纪60年代发展起来的一种计算物料需求量和需求时间的系统，在企业物料管理工作中应用。但是在企业管理中，生产管理不仅涉及物流，还涉及资金流。这要求把财务子系统与生产子系统结合到一起，建立整体化的管理系统，实现资金流与物流的统一管理。上世纪80年代，人们把制造、财务、     

融合约束理论的MRPII系统

首先分析制造资源计划系统(MRPⅡ)在实际应用中的局限性和设计思想方面的不足，然后阐述了约束理论的基本思想和实施过程，综合两种理论的优点，研究两种理论结合的可行性，提出了一个融合约束理论的MRPⅡ系统。     

MRP Ⅱ环境下管理审计的评价标准探析

本文从管理审计和MRPⅡ的理念出发,结合工作经验尝试性地提出了MRPⅡ环境下初级审计、一般审计和详细审计的评价标准.     

企业实施ERP应树立的观念

我国自20年前引进MRPⅡ软件以来，ERP逐步得到推广和应用，且不少企业应用效果明显。如北京第一机床厂应用MRPⅡ提高了30多倍的效率；大众汽车有限公司1996年初实施ERP，1997年销量超过4．2万辆，盈利2亿元；广东科龙容声冰箱厂引进ERPⅡ后，资金占用率降低6．4％，劳动生产率提高25．8％。尽管如此，我国ERP应用的整体效果并不理想。据统计，应用ERP的企业中，成功实现     

ERP管理模式对会计活动的影响

在激烈的市场竞争和内外环境的压力下,企业若要达到预期的市场占有率和预期的经济效益,提高企业的应变能力和竞争能力．就必须在产品的质量、性能、交货期、价格等方面具有自己的优势。在当今市场的大环境之下．提高竞争力的主要方法就是加强管理,在管理方法、模式、手段和工具方面进行切实可行的改革。ERP是从四十年代起经历了订货点法、MRP、闭环MRP到MRPⅡ发展而来的,成为当今流行的管理信息系统。     

MRPⅡ/ERP概述及实例分析

介绍了MRPⅡ和ERP的概念、意义、原理及实施方法，并分析了我国企业实施MRPⅡ／ERP的现状，通过两个实例说明企业应当如何成功实施MRPⅡ／ERP系统。     

MRP材料采购运算失真分析与修正

MRP运算是机械制造企业实施ERP／MRPⅡ系统的核心内容,对系统生成的采购计划产生直接影响。本文针对MRP材料采购计划产生失真的原因进行了分析,提出利用采购准确度技术来提高材料采购计划精度的措施．探讨了求解损耗修正因子和尺寸修正因子的基本步骤,推导出计算采购准确度的公式,并简要给出了修正MRP材料采购运算失真的算法实现。     

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.     

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.     

MRP与JIT在混合型生产管理中的集成应用研究

结合某医疗设备生产企业的实际生产,对维修备件和整机混合型生产的特点以及存在的问题进行分析研究。针对这种混合型生产中维修备件生产计划的失效,提出MRP/JIT集成的解决方案,对维修备件的车间生产采用JIT方式控制,实现MRP的计划与JIT的控制相结合。     

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.     

JIT Ⅱ革新传统供应链

JIT是Just In Time的简称，而JIT Ⅱ是JIT的衍生和革新。论文介绍了JIT向JIT Ⅱ的革新，实施JIT Ⅱ对于供需双方的显著好处．以及如何对JIT Ⅱ合作过程进行有效的控制。JIT Ⅱ将越来越流行，因为它充分反映出无边界企业的运作模式．革新了传统的供应链．实现了采购供应合作双方的共赢。     

基于APS与ERP集成的新型ERP/APS/MES企业管理系统

文章简要概括了经常被提出的ERP(MRP Ⅱ)在做生产计划时的先天缺陷,并在此基础上提出了基于TOC理念和DBR模型的APS系统与ERP集成的解决方案,提出了APS与ERP集成的潜在问题和可行方案,介绍了基于TOC的APS的关键技术,并根据国内外学者的研究,引入了APS与ERP集成的发展趋势——面向多品种小批量混流制造的精益化改造,以及以APS为核心的新型ERP/APS/MES企业SCM系统。     

JIT运用的基本条件

JIT作为一种先进的管理方法，在国外已被视为企业成功的关键，为减少存货这一日标而运用的JIT作业模式已开始为我国企业所关注和使用。本文通过某一外资企业实施JIT作业中呈现出来的弊端．揭示了JIT实施的基本条件。试图提醒企业决策者在实施该方法时保持一定的谨慎性是必要的．     

A heuristic algorithm for capacity sensitive requirements planning

Available lot sizing rules for use in MRP (Material Requirements Planning) systems ignore capacity limitations at various work centers when sizing future orders. Planned order releases are instead determined by the tradeoff only between the item's set up and inventory holding costs. This limitation can cause unanticipated overloads and underloads at the various work centers, along with higher inventories, poorer customer service, and excessive overtime.This research explores one way to make MRP systems more sensitive to capacity limitations at the time of each regeneration run. A relatively simple heuristic algorithm is designed for this purpose. The procedure is applied to those planned order releases that standard MRP logic identifies as mature for release. The lot sizes for a small percentage of these items are increased or decreased so as to have the greatest impact in smoothing capacity requirements at the various work centers in the system. This algorithm for better integrating material requirements plans and capacity requirements plans is tested with a large scale simulator in a variety of manufacturing environments. This simulator has subsequently undergone extensive tests, including its successful validation with actual data at a large plant of major corporations.Simulation results show that the algorithm's modest extension to MRP logic significantly helps overall performance, particularly with customer service. For a wide range of test environments, past due orders were reduced by more than 30% when the algorithm was used. Inventory levels and capacity problems also improved. Not surprisingly, the algorithm helps the most (compared to not using it at all as an MRP enhancement) in environments in which short-term bottlenecks are most severe. Large lot sizes and tight shop capacities are characteristic of these environments. The algorithm works the best when forecast errors are not excessive and the master schedule is not too “nervous.”This proposed procedure is but one step toward making MRP more capacity sensitive. The widely heralded concept of “closed-loop” MRP means that inventory analysts must change or “fix up” parts of the computer generated material requirements plan. What has been missing is a tool for identifying the unrealistic parts of the plan. Our algorithm helps formalize this identification process and singles out a few planned order releases each week. This information comes to the analyst's attention as part of the usual action notices. These pointers to capacity problems go well beyond capacity requirements planning (CRP) and would be impossible without computer assistance.Our study produced two other findings. First, short-term bottlenecks occur even when the master production schedule is leveled. The culprits are the lot sizing choices for items at lower levels in the bills of material. “Rough-cut” capacity planning, such as resource requirements planning, therefore is not a sufficient tool for leveling capacity requirements. It must be supplemented by a way to smooth bottlenecks otherwise caused by shop orders for intermediate items. Second, the disruptive effect of large lot sizes is apparent, both in terms of higher inventories and worse customer service. Large lot sizes not only inflate inventories, but paradoxically hurt customer service because they create more capacity bottlenecks. The only reason why management should prefer large lot sizes is if set-up times are substantial and cannot be efficiently reduced. This finding is very much in step with the current interest in just-in-time (JIT) systems.