Evolution of management and enterprise systems презентация

of labor as a way for workers to achieve greater productivity. Smith's ideas suggested efficiency could best be achieved by breaking large jobs down into small tasks which could be performed repetitively.

Adam Smith
(1723 – 1790)

– formal operating procedures, centralized management and a rule for every contingency.
This was the forerunner of the command-and-control system still in use today – where there are workers and supervisors to keep things organized.

efficiency. He is regarded as the father of scientific management, and was one of the first management consultants.
“It is only through enforced standardization of methods, enforced adoption of the best implements and working conditions, and enforced cooperation that this faster work can be assured. And the duty of enforcing the adoption of standards and enforcing this cooperation rests with management alone”

Frederick Winslow Taylor
(1856 – 1915)

specialized supervision
Standardization of tools and implements
Standardization of work methods
Separate
Planning function
Management by exception principle
The use of “slide-rules and similar time-saving devices”
Instruction cards for workmen
Task allocation and large bonus for successful performance
The use of the “differential rate”
Mnemonic systems for classifying products and implements
A routing system
A modern costing system

the mechanisms of management”. He saw them as extensions of the four principles of management.
The development of a true science
The scientific selection of the workman
The scientific education and development of the workman
Intimate and friendly cooperation between the management and the men

an important management tool, it provides a graphic schedule for the planning and controlling of work, and recording progress towards stages of a project.
Industrial efficiency can only be produced by the application of scientific analysis to all aspects of the work in progress. The industrial management role is to improve the system by eliminating chance of accidents.

Henry Laurence Gantt
(1861 – 1919)

bonus paid to managers to how well they taught their employees to improve performance.
The social responsibility of business – he believed that businesses have obligations to the welfare of the society in which they operate.

Henry Laurence Gantt
(1861 – 1919)

one tiny step in a complex process where the work is brought to the worker rather than the other way around – while Alfred Sloan created small, decentralized management teams for GM so that huge, sprawling operations could be managed efficiently.

of complex processes or systems. It is concerned with the development, improvement, implementation and evaluation of integrated systems of people, money, knowledge, information, equipment, energy, materials, analysis and synthesis, as well as the mathematical, physical and social sciences together with the principles and methods of engineering design to specify, predict, and evaluate the results to be obtained from such systems or processes.
Its underlying concepts overlap considerably with certain business-oriented disciplines such as operations management.

techniques and methods applied in the pursuit of improved decision-making and efficiency, such as simulation, mathematical optimization, queueing theory and other stochastic-process models, Markov decision processes, econometric methods, data envelopment analysis, neural networks, expert systems, decision analysis, and the analytic hierarchy process. Nearly all of these techniques involve the construction of mathematical models that attempt to describe the system.

technique that calculates material requirements and schedules supply to meet demand across all products and parts in one or more plants.
MRP techniques focus on optimizing inventory.
MRP techniques are used to explode bills of material, to calculate net material requirements and plan future production.
Information Technology plays a major role in designing and implementing MRP systems and processes as it provides information about manufacturing needs (linked with customer demand) as well as information about inventory levels.

required?
How many are required?
When are they required?
The main theme of MRP is “getting the right materials to the right place at the right time”.

each product is scheduled to be manufactured
bill of materials, which lists exactly the parts or materials required to make each product
production cycle times and material needs at each stage of the production cycle time
supplier lead times

industries where number of products are made in batches using the same productive equipment.
MRP is most valuable to companies involved in assembly operations and least valuable to those in fabrication.
MRP does not work well in companies that produce a low number of units annually. Especially for companies producing complex expensive products requiring advanced research and design. Experience has shown that lead times tend to be too long and too uncertain, and the product configuration too complex for MRP to handle. Such companies need the control features that network-scheduling techniques offer.

manufacturing system is a must. Although it is possible to obtain material requirements plan manually, it would be impossible to keep it up to date because of the highly dynamic nature of manufacturing environments.
A feasible master production schedule must be drawn up, or else the accumulated planned orders of components might “bump” into the resource restrictions and become infeasible.
The bills of material should be accurate. It is essential to update them promptly to reflect any engineering changes brought to the product. If a component part is omitted from the bill of material it will never be ordered by the system.

precise representation of reality, or else the netting process and the generation of planned orders become meaningless.
Lead times for all inventory items should be known and given to the MRP system.
Shop floor discipline is necessary to ensure that orders are processed in conformity with the established priorities. Otherwise, the lead times passed to MRP will not materialize.

planning and scheduling system designed to improve management’s control of manufacturing and its support functions.
MRP II systems provide answers for several questions:
What necessary to produce?
What necessary to have for that?
What is available?
What must be purchased?

Transaction Subsystem
Scheduled Receipts Subsystem
Shop Flow Control
Capacity Requirement Planning
Input/output control
Purchasing
Distribution Resource Planning
Tooling Planning and Control
Financial Planning
Simulation
Performance Measurement

MODULES OF MRP II SYSTEMS

or accessing system functions
Application Layer: Business rules, functions, logic, and programs acting on data received/transferred from/to the database servers
Database Layer: Management of the organization's operational or transactional data including metadata (in most cases Relational Database Management Dystem (RDBMS) with Structured Query Language (SQL))

TREE-TIER SOFTWARE ARCHITECTURE

(CRM)
Sales force automation (SFA)
Advanced Planning and Scheduling (APS)
Business Intelligence (BI)
e-Business Capabilities

integrating information flows (such as customer information, financial and accounting information, human resources information, and supply chain information) and making it available to the entire organization
integrate diverse primary business activities, functions, processes, tasks, and work flows (such as accounting, finance, and procurement) as well as secondary activities with primary activities (such as inventory management)
server as a common data repository (master data) for organizations (a data repository for an organization is that it may define the format of the data, which makes communication and interpretation of easier)
specify how organizations should conduct their business based on a best business practice reference model

of logical computer based information systems and replace old legacy systems
deliver functionality per se – the core business processes (such as sales and marketing, procurement, and production) and support processes (such as controlling, human resource, and finance) of an enterprise.
To achieve these benefits from an ERP implementation, organizational changes are required, which are prompted by business process reengineering, organizational transition to an ERP system, retraining of entire departments, job redefinition, and transformation of core processes.
ERP systems are often thereby assumed to be a technology, since organizations have to align their business process to the embedded business processes representing best practice, which are assumed to generate organizational change.