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Kong, Pang Chee, and Yusof Daud. "Effectiveness of Enterprise Resource Planning System in Supporting the Lean Manufacturing." Applied Mechanics and Materials 315 (April 2013): 899–904. http://dx.doi.org/10.4028/www.scientific.net/amm.315.899.
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Enterprise Resource Planning (ERP) system is integrated software that linked the functional areas in the organization by using and sharing the database in one platform. The implementation of ERP system in most of the manufacturing plants help in simplifying the production and scheduling system and smoothing the process flow which will lead the organisation towards lean manufacturing environment. Most of the manufacturers do not analyse and review on the effectiveness and implications of the ERP system at the post implementation stage. This study was established to address the impacts of the ERP system in leveraging the lean practices at the shop floor and the recommendations for the continuous improvement initiatives. Data for analysis has been retrieved from in house ERP system and from manual record system of a company that already implemented ERP system. Questionnaires have been distributed to ERP users within Malaysia and Singapore to gain insight the related issue of using ERP system in their company. The study provides evidence on the effectiveness and positive impacts of the ERP system to support manufacturing industries to become more lean and agile. ERP system also effectively to response to the customer requirement and added the value along the supply chain.
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Li, Yu Xian, Mei Hong Liu, and Zi Liang Li. "The Dual Implementation of Lean and ERP in Manufacturing." Advanced Materials Research 591-593 (November 2012): 400–404. http://dx.doi.org/10.4028/www.scientific.net/amr.591-593.400.
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The ‘Push’ of ERP (Enterprise Resource Planning) seems to be contradictory with the ‘Pull’ of Lean manufacturing; actually they have mutual promotion in production. The dual implementation of ERP and Lean is inevitable direction in the enterprise’s development. This paper first explains the difference and interrelation between ERP and Lean Manufacturing, and discusses the mutual promoted effects. Then focus on “how to accomplish the dual implementation?” To answer this question, this paper mainly put forward three points: firstly strength the centralized management of all kinds of data and information in manufacture; then fuse ERP with Kanban; lastly build business process mixed by Pull-based mode and Plan-controlled mode. Through the above methods, ERP links with Lean to boost each other. Thus enable enterprise to gain a competitive advantage in manufacturing.
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Powell, Daryl, Erlend Alfnes, Jan Ola Strandhagen, and Heidi Dreyer. "The concurrent application of lean production and ERP: Towards an ERP-based lean implementation process." Computers in Industry 64, no. 3 (April 2013): 324–35. http://dx.doi.org/10.1016/j.compind.2012.12.002.
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Powell, Daryl. "ERP systems in lean production: new insights from a review of lean and ERP literature." International Journal of Operations & Production Management 33, no. 11/12 (November 11, 2013): 1490–510. http://dx.doi.org/10.1108/ijopm-07-2010-0195.
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Marcinauskas, Elvinas. "RESEARCH OF ERP SYSTEM INTEGRATION INTO LEAN MANUFACTURING." Mokslas - Lietuvos ateitis 13 (March 15, 2021): 1–8. http://dx.doi.org/10.3846/mla.2021.14235.
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Nowadays, the highly competitive market makes industrial companies search for new decisions to improve their competitive advantages. It can be lowering product cost, manufacturing and delivering faster than competitors or being flexible when producing different quantities of different products for different customers. Most popular instruments that help companies to reach previously mentioned competitive advantages are implementing Lean Manufacturing strategies or ERP systems into their production systems. The way of using these systems might become the main indicator of companies’ success in the future. This research aims to create a guideline for integrating ERP system into Lean Manufacturing system. It focuses on the manufacturing companies that are already using such a system and can share their good and bad experiences. To reach this aim, the scientific literature is being analyzed by retrieving the CSFs for such an integration process. Using these CSFs, the relation between them and the positive outcomes of the integration process is established and tested using an online survey. The results of the survey are processed using empirical methods. Moreover, the research methodology for evaluating the ERP system integration into Lean Manufacturing level is established and tested in three case analyses.
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Powell, Daryl, Jan Riezebos, and Jan Ola Strandhagen. "Lean production and ERP systems in small- and medium-sized enterprises: ERP support for pull production." International Journal of Production Research 51, no. 2 (January 15, 2013): 395–409. http://dx.doi.org/10.1080/00207543.2011.645954.
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Chiarini, Andrea, and Emidia Vagnoni. "Strategies for modern operations management." Benchmarking: An International Journal 24, no. 4 (May 2, 2017): 1065–81. http://dx.doi.org/10.1108/bij-11-2015-0115.
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Purpose This research enlarges the debate on the operations management strategies pursued by manufacturing companies. The purpose of this paper is to focus on issues concerning servitisation and customisation, enterprise resource planning (ERP) and Lean-agile, supply chain orchestration, corporate social responsibility (CSR) and Lean for design management. Design/methodology/approach A questionnaire of eight questions which stemmed from a literature review was completed by 152 senior operations managers from 120 large European manufacturing companies. Responses were scaled from strongly agree to strongly disagree. The results were tested for reliability using Cronbach’s α test. The questions were tested through a one-sample t-test. Findings The 152 respondents consider servitisation and standardisation to be a trade-off. They consider integration of ERP strategies with Lean and agile systems and customised products/processes to be difficult. Furthermore, suppliers’ orchestration is considered not that suitable for manufacturing companies and suppliers’ CSR performance measurement excessive. By contrast, a CSR internal performance measurement is helpful for increasing sales. The respondents also indicate that there is a lack of Lean tools for design and development processes and Six Sigma is the only strategy for improving quality performance in design and development processes. Research limitations/implications The findings are applicable only to the manufacturing sector. The findings of this research indicate many avenues of research for scholars. Practical implications The findings can be very useful for manufacturing operations managers deciding their future strategies on operations. Originality/value Findings related to servitisation and customisation, ERP and Lean-agile, supply orchestration for manufacturing companies and Lean and agile for product design are original and open a valuable debate.
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Jituri, Saraswati, Brian Fleck, and Rafiq Ahmad. "Lean OR ERP – A Decision Support System to Satisfy Business Objectives." Procedia CIRP 70 (2018): 422–27. http://dx.doi.org/10.1016/j.procir.2018.02.048.
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Nauhria, Yugal, S. Wadhwa, and Sunil Pandey. "ERP Enabled Lean Six Sigma: A Holistic Approach for Competitive Manufacturing." Global Journal of Flexible Systems Management 10, no. 3 (July 2009): 35–43. http://dx.doi.org/10.1007/bf03396565.
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Houti, Mariam, Laila El Abbadi, and Abdellah Abouabdellah. "CSFs for the Implementation of the Hybrid Lean ERP System. Stakeholders Interactions." Advances in Science, Technology and Engineering Systems Journal 4, no. 6 (2019): 443–47. http://dx.doi.org/10.25046/aj040655.
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Iris, Cagatay, and Ufuk Cebeci. "Analyzing relationship between ERP utilization and lean manufacturing maturity of Turkish SMEs." Journal of Enterprise Information Management 27, no. 3 (April 8, 2014): 261–77. http://dx.doi.org/10.1108/jeim-12-2013-0093.
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Guo, Dongdong, and Xingwu Yu. "The Lean Management of Spare Parts in Automotive Manufacturing." MATEC Web of Conferences 214 (2018): 04005. http://dx.doi.org/10.1051/matecconf/201821404005.
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Spare part management is one of the most important work for enterprises, especially for manufacturing enterprises; however, the spare part management problems trouble enterprise operators a lot. In this article, implementation methods of lean spare parts management are illuminated. Spare parts purchase process is declared to reduce the purchasing cost and inventory value. We had established a suitable lean spare parts inventory management model for consumable parts, wear parts, insurance parts and accident parts. In addition, methods of lean spare parts management had been created base on optimized supply chain, ERP and integrating repeated material inventory. We used SAP-iPro system and self-developed system to manage spare parts, so that warehouse management process, spare parts purchase process and maintenance process are standardized. According to theory analysis and practice, the remarkable economic benefit is created for enterprise by the means of optimizing spare parts distribution, standardizing and scientific spare parts management.
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Alaskari, Osama, M. Munir Ahmad, and Ruben Pinedo Cuenca. "Critical success factors for Lean tools and ERP systems implementation in manufacturing SMEs." International Journal of Lean Enterprise Research 1, no. 2 (2014): 183. http://dx.doi.org/10.1504/ijler.2014.066834.
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Menon, Sreekumar. "Critical Success Factors for ERP Projects: Recommendations from a Canadian Exploratory Study." International Journal of Business and Management 15, no. 2 (January 13, 2020): 80. http://dx.doi.org/10.5539/ijbm.v15n2p80.
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This research paper discusses key recommendations for improving future Enterprise Resource Planning (ERP) implementations based on insights from an exploratory qualitative single case study in the Canadian Oil and Gas Industry. The study was conducted using a semi-structured interview guide from twenty participants belonging to four project role groups of senior leaders, project managers, project team members, and business users. The research evoked a comprehensive list of forty-two critical success factors (CSFs) and out of which, top ten CSFs discussed include: Know your data, longer and more integrated testing, utilization of the right people, longer stabilization period (hyper-care), communication, address legal and fiscal requirements, hyper-care must be longer, early buy-in from business, have a Lean Agile program, less customization and more vanilla out of the box, and project must be business-driven and not IT-driven. This study is one of first ERP case studies in the Canadian oil and gas industry and the research recommendations can prove to be beneficial for organizations when undertaking ERP implementations.
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Pavlović, Milica, Marija Radosavljević, and Radenko Milojević. "THE ROLE OF INFORMATION TECHNOLOGY IN THE IMPLEMENTATION OF LEAN CONCEPT." Facta Universitatis, Series: Economics and Organization, no. 2 (January 23, 2019): 349. http://dx.doi.org/10.22190/fueo1804349p.
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Achieving and strengthening competitive advantage represents the key factor for survival and success of the modern businesses. It is a fact that successful implementation of Lean management leads to increased productivity and competence. However, in order to maintain profitability and business stability, it is necessary to support Lean concept, which can be provided, above all, by the application of modern information technology. In that sense, by applying the ERP system, it is possible to adapt basic Lean principles to the requirements of a modern environment characterized by constant change of demand and needs of the consumers/users. The main goal of the research is to examine the existing level of application of modern information technologies, as well as the level of attention paid to the integration of Lean concept and software solutions in enterprises in the Republic of Serbia. Theoretical aspect of the research is related to finding appropriate grounds for concluding on the basis of the existing literature. In this paper, research gaps and proposed further research directions have been identified. By applying the appropriate statistical tools (descriptive statistics, cluster analysis, correlation analysis) it was finally concluded that the enterprises which have substantially implemented the practice and principles of lean management are at the same time those who implement IT in their business, i.e. the information systems which support the implementation of lean practice.
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Vozhakov, A. V., M. B. Gitman, and V. Yu Stolbov. "Problem of Synchronization of Material Flows in Small-Scale Production." Intellekt. Sist. Proizv. 15, no. 1 (March 15, 2017): 52. http://dx.doi.org/10.22213/2410-9304-2017-1-52-59.
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Рассматривается математическая задача синхронизации материальных потоков в мелкосерийном производстве, приводится постановка задачи, критерии оптимизации и демонстрационный пример. Предлагается использовать лучшие практики подходов Lean и QRM в применении к мелкосерийному производству с учетом специфики. Рассматривается подход к оптимизации работы производства путем создания модуля синхронизации материальных потоков в соответствии с математической постановкой задачи синхронизации производства. В качестве критериев используются критерий максимизации приоритетов текущих заказов и критерий приоритезации работ с минимальным планируемым временем начала работ. Рассмотрен тестовый пример, наглядно демонстрирующий принцип работы синхронизированной системы управления производством в условиях постоянно меняющихся условий производства. Для демонстрации работы системы выбрано виртуальное производство, состоящее из пяти производственных участков. Использование синхронизированной системы управления производством позволило получить прибыль от выполнения заказов на 30 % выше, чем без применения. Если оценить уровень незавершенного производства, и время, и количество замороженных средств, то станет очевидно, что применение синхронизированной системы управления позволяет со временем снизить и другие прямые и косвенные затраты, что еще более позитивно отразится на чистой прибыли предприятия. Модуль синхронизации производства рассматривается как дополнительный модуль ERP-системы, встраиваемый в уже существующую ERP.
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Miranda Chávez, Wendel Joel, Gustavo Adolfo Montoya Cárdenas, Edgardo Arturo Vilcara Cárdenas, and Jorge Rafael Díaz Dumont. "Metodología lean para reducción de piezas no conformes, detectadas por control de calidad, previo al despacho." Alpha Centauri 2, no. 3 (August 27, 2021): 106–23. http://dx.doi.org/10.47422/ac.v2i3.52.
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El objetivo de este proyecto fue identificar y corregir los tipos de defectos más repetitivos en el proceso productivo de piezas de acero y hierro, a fin de reducir el porcentaje de piezas no conformes. La metodología empleada es por su finalidad es aplicada, por su nivel explicativo, por su enfoque cuantitativo, de diseño preexperimental y consistió en la aplicación de los diagramas de Pareto e Ishikawa; la metodología Lean, metodología de los 8 pasos, evento Kaizen, ERP y la herramienta 5s. Los resultados fueron: la reducción de piezas no conformes de 3,96% a 2,71%, ahorro aproximado de S/. 195 905,00 nuevos soles, incremento en la capacidad de atención al público, reducción de horas extras del personal y del equipo operativo, así como del tiempo de espera del moldeo. Se concluye que el uso de la metodología Lean, apoyada con las otras metodologías empleadas en este proyecto, permite la identificación de los defectos más repetitivos, así como la mejora de la operatividad, eficiencia y rentabilidad en la industria de fundición.
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Shiwakoti, Nirajan, Thi Ho, and Arun Kumar. "ERP-based Lean systems and their impact on performance: The system dynamics approach for a maturity model." International Journal of Industrial and Systems Engineering 1, no. 1 (2020): 1. http://dx.doi.org/10.1504/ijise.2020.10025388.
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Ho, Dung, Arun Kumar, and Nirajan Shiwakoti. "ERP-based lean systems and their impact on performance: the system dynamics approach for a maturity model." International Journal of Industrial and Systems Engineering 37, no. 3 (2021): 334. http://dx.doi.org/10.1504/ijise.2021.113444.
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Rakovic, Lazar, Tran Anh Duc, and Vuk Vukovic. "Shadow IT and ERP: Multiple Case Study in German and Serbian Companies." Journal of East European Management Studies 25, no. 4 (2020): 730–52. http://dx.doi.org/10.5771/0949-6181-2020-4-730.
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More and more companies are trying to optimize their corporate goals through digitalization. These include large corporations, medium-sized companies, but also small businesses. Starting with a central information system, companies are networking to obtain as much information as possible and to keep processes lean in order to increase sales and profits. The complexity of an ERP system often prevents complete transparency in use due to gaps in knowledge. This makes faster, simpler solutions from the common software shelf appear more attractive and is preferred by the user. The aim of this research is to determine the factors for the use of shadow IT. Thus, connections with general information systems such as an ERP system become recognizable. The research questions which are derived from this: What types of shadow IT exist in Germany and Serbia? What are the reasons for a use and do they entail risks? In order to be able to answer these questions, a thorough analysis of the applied software is required. In this case, this also includes an analysis from the user's point of view. These considerations are also differentiated regionally as well as content-related in the following research. Here, experts from European companies were interviewed. By means of a survey, participants were able to explain their use of additional software. This results in interpretations regarding the use of shadow IT. There is a clear trend towards the use of certain auxiliary software. In addition to the strengths and weaknesses of the shadow IT, this work also conveys the weak points of the standardized information system, such as the ERP system and its modules.
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Machado, Marina, Jason Underwood, and Andrew Fleming. "Implementing BIM to Streamline a Design, Manufacture, and Fitting Workflow." International Journal of 3-D Information Modeling 5, no. 3 (July 2016): 31–46. http://dx.doi.org/10.4018/ij3dim.2016070103.
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This paper presents a case study of BIM implementation for Design for Manufacture and Assembly (DfMA). The project is a Knowledge Transfer Partnership (KTP) between the University of Salford and Links FF&E, a design, manufacture and fit-out SME based in the UK. The project aims to implement BIM as a catalyst for a Lean transformation, streamlining process and operations. Initially, organisational process are reviewed, which is followed by implementing appropriate technologies to enable subsequent people and process transformation. The 30 month project is organized in 6 key stages. This paper presents findings from the first four stages that have been completed to date of 1. Establishing best practice knowledge in BIM; 2. Conducting a review and analysis of the organisation's current situation, 3. Developing a BIM-based collaborative strategy, and the fourth, which is currently progressing, 4. Pilot implementation of BIM collaborative strategy for DfMA. The remaining stages will conduct a project evaluation, before finally implementing an Enterprise Resource Planning (ERP) system.
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Mun, JeOk, and SungPil Yoon. "Literature Review of Key Success Factors of Management Innovation Actions in Domestic - Focused on Six Sigma, TQM, Lean Six Sigma, ERP, TPM, BPR, Project Management, System Engineering -." Journal of the Korean society for quality management 44, no. 3 (September 30, 2016): 639–48. http://dx.doi.org/10.7469/jksqm.2016.44.3.639.
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Mykhalchuk, V. M., A. V. Kolomoyets, O. K. Tolstanov, and Z. V. Hbur. "КОНЦЕПТУАЛЬНІ ЗАСАДИ ЛОГІСТИКИ НОВОГО ЧАСУ В СУЧАСНІЙ УКРАЇНСЬКІЙ МЕДИЦИНІ." Вісник соціальної гігієни та організації охорони здоров'я України, no. 3 (December 23, 2020): 67–73. http://dx.doi.org/10.11603/1681-2786.2020.3.11625.
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Мета: сформувати нову концептуальну модель логістики нового часу в сучасній українській медицині.
Матеріали і методи. Використано системний метод, метод порівняльного аналізу та прогнозування. Проаналізовано інформаційні системи, які використовують в управлінні медичними закладами (вітчизняними і зарубіжними), та дослідження, які проводили вітчизняні та зарубіжні вчені за цією тематикою, сформовано концептуальні засади впровадження та використання логістики в управлінні медичними закладами.
Результати. У статті висвітлено нові концепції логістики медичних організацій в сучасних умовах. Визначено, що новий підхід до формування логістики в управлінні медичним закладом передбачає ефективність потоків пацієнтів у системі охорони здоров’я. У такій концепції сформовано чотири основні потоки медичного закладу, які визначатимуть ефективність логістичної діяльності: фінансовий; матеріальний; людський; інформаційний (у тому числі управлінські рішення). За даних обставин медичний заклад має можливість одноразово приступити до впровадження декількох логістичних концепцій, які визначають якість надання медичних послуг, прикладом яких є система інтегрованого планування ресурсів, або ERP; загальне управління якістю, або TQM; система «точно в термін», або JIT (Just In Time); точне виробництво, або LP (Lean Production); логістика, орієнтована на час, або TBL (Time-based Logistics). Розглянуто впровадження нової концептуальної моделі зрілості логістики в сучасному медичному закладі. І саме логістичні концепції (ERP, TQM, JIT, LP, TBL) є новими стратегіями у досягненні ефективності в логістичній діяльності нового часу та можуть слугувати основою для формування, розробки, впровадження моделі зрілості логістики в медичному закладі.
Висновки. Логістика – це управління різними вхідними та вихідними потоками медичного закладу з метою їх оптимізації. Відповідно, управління логістичною діяльністю в медицині виходить за рамки традиційних фізичних потоків, враховуючи інші потоки, такі як пацієнти в ланцюгу надання медичної допомоги. Сучасним підходом до логістики медичної сфери є підхід з позицій створення цінності медичної послуги. Новий підхід до формування логістики в управлінні медичним закладом передбачає ефективність потоків пацієнтів у системі охорони здоров’я.
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Lantu, Maria. "The impact of RFID on the supply chain for engineering shutdowns." APPEA Journal 55, no. 2 (2015): 411. http://dx.doi.org/10.1071/aj14046.
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Shutdown activity is heavily reliant on supply chain functions, yet planning is frequently based on incorrect or incomplete information. The flow of materials and equipment is critical to preserving the schedule and budget; however, in most projects, the location of critical materials is manually tracked using spreadsheets or relies on limited enterprise resource planning (ERP) system functionality. This creates a number of problems, as there is no automated or accurate method of locating or ensuring material is available after it has left the manufacturer/supply base and is issued for installation; for example: Recent analysis showed 50–70% of materials are subject to some type of waste (rework, wait time, transport and over processing). Additional resources are required to manage constantly changing shutdown schedules and chase up material locations for job-card staging. Materials expedite costs for a four-week shutdown in a remote area can exceed up to $250,000 a week. Up to 30% of materials sent for a shutdown can be returned to inventory, which increases transport and labour costs. This extended abstract outlines the use of radio frequency identification (RFID) technology and lean supply chain techniques for improving plant shutdown performance, following two major Brownfield engineering projects that used technology innovations, such as active RFID tags, cloud software, solar energy, GPS, 3G/wireless network and mobile devices. RFID real-time location material tracking and LEAN principles were applied to critical materials to remove waste from shutdown processes, protect the integrity of the shutdown plan and help reduce costs by up to 14%.
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Amalnik, Morteza Sadegh. "A Reference Model and a vision for manufacturing system for 2030." INTERNATIONAL JOURNAL OF COMPUTERS & TECHNOLOGY 14, no. 7 (April 30, 2015): 5861–68. http://dx.doi.org/10.24297/ijct.v14i7.1899.
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The manufacturing enterprises are now experiencing high pressure of competition. In addition, the advancement in computer software, hardware, networks, information technologies and integration has been gradually reshaping the manufacturing companies by shifting from the industrial age to the information and knowledge era. Due to these elevated competitiveness and advanced computer technology, a number of new manufacturing and management strategies (e.g., Lean production, Just in time, Kaizen, Concurrent Engineering (CE), Cellular Manufacturing (CM), Agile manufacturing, Business process re-engineering (BPR), Agent-based systems (ABS), Computer Integrated Manufacturing (CIM), virtual manufacturing system have emerged for the innovation of manufacturing industries. The developments in organizational concepts created new concepts such as Smart organizations, Centers of excellence, Intelligent enterprises, Integrated enterprises, Virtual enterprises, Virtual enterprises networks, Dynamic enterprises, Extended enterprises, Agile enterprises, Lean enterprises, Process-driven organizations, e-enterprises, Borderless enterprises, Complicated or complex manufacturing systems, Flat structures and others. These terms have been used by researchers to describe various aspects of enterprises and its operational aspects. Although they have different definitions and scopes, there are several common issues: integration of enterprise functions; integration of enterprise resources; and collaboration. In addition Various vendors produced software applications such as Materials Requirement Planning (MRP), Manufacturing Resource Planning (MRP II), Enterprise Resource Planning (ERP),CAD/CAM systems, Manufacturing Execution System (MES), Advanced Planning & Scheduling System (APS), Supply Chain Execution (SCE), Customer Relationship Management (CRM), Advanced Order Management (AOM), Warehouse Management Systems (WMS), Transport Management System (TMS) and others. This paper proposes a Reference Model and vision for Manufacturing System for 2030 and discussed various aspects of future manufacturing enterprise..It supports the inter-enterprise functions/resources integration and collaboration over the networked environment.
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Scholtz, Brenda, and Mando Kapeso. "An m-learning framework for ERP systems in higher education." Interactive Technology and Smart Education 11, no. 4 (November 11, 2014): 287–301. http://dx.doi.org/10.1108/itse-09-2014-0030.
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Purpose – The purpose of this paper is to investigate the factors of m-learning approaches which can be used for enterprise resource planning (ERP) system training and to propose a theoretical framework for m-learning of ERP systems. Design/methodology/approach – A literature review of several theories relating to success factors for mobile learning (m-learning) and electronic learning (e-learning) are analysed and a theoretical framework of success factors for m-learning of ERP systems is proposed. Two field studies are undertaken to identify the features of e-learning and m-learning systems which users enjoyed and which related to the factors identified in the theoretical framework. The technology acceptance model (TAM) was used to evaluate the acceptance, usefulness and perceived ease of use (PEOU) of the two systems evaluated in the field study, the openSAP e-learning application and the SAP Learn Now m-learning application. Findings – The results confirmed several of the theoretical elements identified in the framework and the m-learning system was rated positively for PEOU and perceived usefulness (PU). The findings confirmed other studies showing the importance of the quality of course content in e-learning and m-learning projects. Research limitations/implications – The empirical study was limited to a small number of participants in higher education. However, a deeper understanding of the factors influencing m-learning for ERP systems was obtained. Practical implications – The study provides a valuable practical contribution because the framework can be used in the improved design of an ERP m-learning approach, which in turn can lead to an improvement in ERP training and education programmes and ultimately ERP project success. Originality/value – Several studies propose the use of m-learning systems. However, research related to the factors impacting on m-learning projects for ERP system training is limited. The paper presents original work and the results provide a valuable contribution to several theories of m-learning.
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RIBEIRO, ROBERTO PORTES, ANTONIO CARLOS AIDAR SAUAIA, ADRIANA MAROTTI DE MELLO, and ALVAIR SILVEIRA TORRES JÚNIOR. "PRATICANDO GESTÃO DE OPERAÇÕES EM UM LABORATÓRIO DE GESTÃO." RAM. Revista de Administração Mackenzie 16, no. 4 (August 2015): 43–76. http://dx.doi.org/10.1590/1678-69712015/administracao.v16n4p43-76.
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RESUMODescrever modelos de gestão de operações não é suficiente para ilustrar o dinamismo, a complexidade e a importância dessa atividade. As dificuldades de balanceamento entre teoria e prática na formação em gestão de operações sugerem a busca por iniciativas capazes de proporcionar um ambiente de aprendizagem que integre teoria e prática. Desse modo, objetiva-se verificar os temas referentes à gestão de operações pesquisados no ambiente do laboratório de gestão, os principais fatores condicionantes da escolha dos temas e o potencial do laboratório de gestão para a prática dos modelos de gestão de operações. Este estudo aborda os modelos de gestão de operações ligados aos temas estratégia em operações, gestão de cadeia de suprimentos, gestão da qualidade, manutenção, lean production (produção enxuta), sustentabilidade, gestão de processos e produtos, inovação, gestão de estoques, capacidade de produção, teoria das restrições, planejamento e controle da produção, custos de produção, projeto e medida do trabalho, enterprise resource planning/manufacturing resource planning (ERP/MRP – planejamento de recursos empresariais/planejamento de recursos de manufatura), carteira de projetos e o laboratório de gestão apoiado no tripé conceitual: simulador, jogo de empresas e pesquisa aplicada. De acordo com a classificação proposta por Gonçalves (2007), foi realizada uma análise descritiva do laboratório de gestão, na qual se adotou o método de estudo de caso longitudinal, com abordagem quantitativa, na perspectiva de uma pesquisa bibliométrica. Os dados coletados e analisados correspondem a nove anos (2005-2013) de condução do laboratório de gestão em uma universidade pública. O simulador utilizado no laboratório de gestão permitiu aos estudantes gerenciar cinco variáveis de operações explicitamente, o que facilitou 42% das pesquisas em torno desses temas. Variáveis não explícitas no simulador foram trabalhadas em 58% das pesquisas aplicadas que exploraram 14 novos temas devido ao jogo de empresas. No entanto, existem variáveis não abordadas nas pesquisas aplicadas e que poderiam ser utilizadas no ambiente do laboratório de gestão. Verificou-se a utilidade do laboratório de gestão para a prática de conceitos de gestão de operações, indicando possíveis avanços na área de ensino e aprendizagem de gestão de operações com a pesquisa em torno de temas pouco pesquisados ou ainda não pesquisados nesse ambiente de educação gerencial.
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Chen, Xi, and Rapeepat Techakittiroj. "The Factors Affecting Successful Implementation of ERP in Nanjing Manufacturing SMEs." International Journal of Asian Business and Information Management 2, no. 3 (July 2011): 15–26. http://dx.doi.org/10.4018/ijabim.2011070102.
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Enterprise Resource Planning (ERP) system in companies can be implemented to Multi National Corporation (MNC), Larger Enterprise, and Small & Medium-sized Enterprises (SMEs). In China, 99% of all companies can be categorized as SMEs. With a decade of high-speed economy development after entering the 21st century, traditional Chinese SMEs want to find a new management model to improve work efficiency and increase business opportunities. This study finds the factors affecting the diffusion and successful implementation of ERP in Chinese Nanjing manufacturing SMEs. It will lead to the conclusion that ERP investment and implementation, which could be used as project guideline by the management of SMEs or companies that adopt ERP in intend to implement them. The objective is to provide Nanjing’s SMEs implementing ERP with knowledge about ERP implementation factors.
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Kabir, Mohammad Rokibul. "Impact of ERP Implementation on Productivity and Profitability: An Empirical Study on the Largest Bangladeshi Steels Manufacturer." International Journal of Entrepreneurial Research 3, no. 4 (November 30, 2020): 88–94. http://dx.doi.org/10.31580/ijer.v3i4.1535.
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The research aims to evaluate the impact of Enterprise Resources Planning (ERP) implementation on the productivity and profitability of BSRM Steels Limited. The study focuses on addressing the gap in technology adoption literature by undertaking an empirical comparison of the impact of ERP implementation. Five productivity variables called service time, lead time, inventory turnover, output-input ratio, and warehouse cost are evaluated. Gross Profit Margin represents profitability as ERP is mainly implemented in the inventory management system of BSRM. Paired sample t-tests between the pre and post ERP performances have been used to evaluate the impact of ERP. Ten years' data ranging from 2010 to 2019 have been considered for the study. Five years' data (2010-2014) consist of before ERP period, and the other five years' data (2015-2019) represent after ERP implementation period. The study reveals that both the productivity and profitability of BSRM have significantly improved after ERP implementation. This paper will have an impactful contribution to the academic literature of technology adoption in the manufacturing sector, particularly for ERP implementation in the steel industry of Bangladesh, which could be supportive for further study on the topic.
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Nandi, Madhavi, and Santosh Nandi. "ERP implementation at ABC mining company." Emerald Emerging Markets Case Studies 11, no. 1 (February 27, 2021): 1–22. http://dx.doi.org/10.1108/eemcs-04-2020-0133.
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Learning outcomes After reading and discussing this case, students will learn to identify the content and context of enterprise resource planning (ERP) implementation that is important from an operations standpoint. Through this case, student will discuss and evaluate the scenarios of ERP implementation arising from different deployment alternatives. Students will also learn to comprehend the case organization’s unique operational context and explore the challenges of introducing change into workplace environment and stakeholders’ overall expectations. Case overview/synopsis This case introduces students to the dilemmas of managerial decision-making that large companies face while implementing organization-wide technological upgrades, such as ERP. The case is set at a time point where ABC Mining Company – a large public-sector mining company – was trying to identify the most optimal ERP option based on its organizational structure and organizational processes. The information related to ABC’s organizational context included their business, structural and operational scenarios at the time. The information related to ABC’s stakeholders’ expectations reflected their perception about ERP and future implications. The information related to managerial conflicts reflected the understandings of the managers, in terms of need for ERP, needed skill to handle ERP and different types of ERP implementations that others have adopted. The case calls students for extensive analysis of the gathered information to identify and evaluate impacts and risks of all possible ERP alternates, and finally pick upon the most optimal ERP alternate. The case assumes a live 90-min class session conducted by an instructor. The instructor is recommended to assign the case to students for mandatory pre-reading before coming to class. The instructor is provided with a teaching plan to navigate the case. Complexity academic level The case is designed as an introductory case for an undergraduate or a graduate course pertaining strategic decision-making of ERP systems implementation. Supplementary materials Teaching notes are available for educators only. Subject code CSS 11: Strategy.
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Zerbino, Pierluigi, Davide Aloini, Riccardo Dulmin, and Valeria Mininno. "Framing ERP Success from an Information Systems Failure Perspective." Journal of Electronic Commerce in Organizations 15, no. 2 (April 2017): 31–47. http://dx.doi.org/10.4018/jeco.2017040103.
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To the best of our knowledge, extant definitions of Enterprise Resource Planning (ERP) success are not comprehensive, and they do not address all of the most relevant dimensions of this complex issue. Consequently, current ERP success models may lead to deceptive evaluations. Through a rigorous logical shift starting from IS failure, and diverging from classical project management approaches, this paper attempts to define ERP success by means of four factors: Process, Correspondence, Interaction, and Expectation. Results formally integrates the literature gaps and enable the future definition of appropriate measurement items that could steer management practices towards a sounder approach to ERP success.
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Halim, Reema Mohammad Abdel, Mazen Arafeh, Ghaleb Sweis, and Rateb Sweis. "Critical Success Factors for Enterprise Resource Planning Systems from the Stakeholders’ Perspective: The Case of Jordan." Modern Applied Science 13, no. 1 (December 15, 2018): 106. http://dx.doi.org/10.5539/mas.v13n1p106.
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This study is motivated by the high failure rate of enterprise resource planning (ERP). An analysis is conducted of the numerous studies that have attempted to explore factors that may lead to success in ERP. A descriptive, quantitative, and qualitative approach was used to examine the critical success factors (CSFs) and their effect on emerging ERP success in public and large private organizations in Jordan.
The overall findings of this study indicate that the CSFs for ERP in the private sector are totally different from those in the public sector and that various stakeholders have different opinions regarding these factors.
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Hoenig, Margarethe, Erin T. Jordan, John Glushka, Saskia Kley, Avinash Patil, Mark Waldron, James H. Prestegard, Duncan C. Ferguson, Shaoxiong Wu, and Darin E. Olson. "Effect of macronutrients, age, and obesity on 6- and 24-h postprandial glucose metabolism in cats." American Journal of Physiology-Regulatory, Integrative and Comparative Physiology 301, no. 6 (December 2011): R1798—R1807. http://dx.doi.org/10.1152/ajpregu.00342.2011.
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Obesity and age are risk factors for feline diabetes. This study aimed to test the hypothesis that age, long-term obesity, and dietary composition would lead to peripheral and hepatorenal insulin resistance, indicated by higher endogenous glucose production (EGP) in the fasted and postprandial state, higher blood glucose and insulin, and higher leptin, free thyroxine, and lower adiponectin concentrations. Using triple tracer—2H2O, [U-13C3] propionate, and [3,4-13C2] glucose infusion, and indirect calorimetry—we investigated carbohydrate and fat metabolic pathways in overnight-fasted neutered cats (13 young lean, 12 old lean, and 12 old obese), each fed three different diets (high protein with and without polyunsaturated fatty acids, and high carbohydrate) in a crossover design. EGP was lowest in fasted and postprandial obese cats despite peripheral insulin resistance, indicated by hyperinsulinemia. Gluconeogenesis was the most important pathway for EGP in all groups, but glycogen contributed significantly. Insulin and leptin concentrations were higher in old than in young lean cats; adiponectin was lowest in obese cats but surprisingly highest in lean old cats. Diet had little effect on metabolic parameters. We conclude that hepatorenal insulin resistance does not develop in the fasted or postprandial state, even in long-term obese cats, allowing the maintenance of euglycemia through lowering EGP. Glycogen plays a major role in EGP, especially in lean fasted cats, and in the postprandial state. Aging may predispose to insulin resistance, which is a risk factor for diabetes in cats. Mechanisms underlying the high adiponectin of healthy old lean cats need to be further explored.
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Johnson, Nathan M., and Sandy L. Fogel. "An Expanded Preoperative Component within an Enhanced Recovery Protocol Improves Outcomes in Colorectal Surgery." American Surgeon 83, no. 8 (August 2017): 928–34. http://dx.doi.org/10.1177/000313481708300849.
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Enhanced Recovery Protocols (ERPs) have been shown to lead to quicker recovery in colorectal surgery, with reduced postoperative length of stay (LOS). ERPs could potentially be improved with an expanded preoperative component reflecting current evidence. We hypothesize that an ERP with an expanded preoperative component will reduce LOS consistent with or exceeding that seen with traditional ERPs. Our ERP was implemented in June of 2014. Data was collected for two full years from July 2014 through June 2016. The protocol was employed in colorectal cases, both elective and emergent. Data from ERP cases were compared with contemporaneous controls that did not go through the ERP. Patients who underwent colorectal procedures and participated in the ERP with the expanded preoperative component had an average LOS of 5.33 days, whereas controls stayed for an average of 7.93 days (P value, <0.01). ERP cases also experienced fewer read-missions and complications, although statistical significance could not be established. The results demonstrate that an ERP with an enhanced preoperative component significantly reduces LOS and potentially decreases the rate of readmissions and total complications.
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Sankaranarayanan, S., and Jayshree Suresh. "A Study on Factors Influencing Enterprise Resource Planning Implementation in Higher Education." Journal of Computational and Theoretical Nanoscience 16, no. 2 (February 1, 2019): 691–96. http://dx.doi.org/10.1166/jctn.2019.7792.
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Enterprise Resource Planning (ERP) systems are commercial software packages that embody and integrate any number of business processes involved in the operation of an organization including but not limited to manufacturing, supply chain, sales, financial, human resources, budgeting, and customer service activity. These modules are developed for the purpose of business organization and there has to be a unique ERP system to support the higher education. There are many higher educational institutions that have implemented ERP system. The review of the study presents that there are very few study which has examined the ERP implementation success factor. The previous studies also indicate that there are unaddressed question which may lead to serious risk. This study may help the institution, and vendor to increase the user effectiveness and success ERP implementation in Higher Education institution.
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Chugh, Ritesh, Subhash C. Sharma, and Andrés Cabrera. "Lessons Learned from Enterprise Resource Planning (ERP) Implementations in an Australian Company." International Journal of Enterprise Information Systems 13, no. 3 (July 2017): 23–35. http://dx.doi.org/10.4018/ijeis.2017070102.
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Successful Enterprise Resource Planning (ERP) implementations are a boon for organisations. However, there have been many instances of failed ERP implementations globally resulting in millions of wasted dollars. It is vital to learn from past ERP implementations so that such expensive mistakes are not recurrent. This qualitative exploratory case study aims to explore and document the lessons learned from ERP implementations in an Australian global natural resources company to mitigate such problems in the future. A single case study was conducted with the aim to understand experiences from different sites of the company that have already undergone proprietary ERP system implementation. Data was collected through interviews of key participants who were involved in the implementation. Analysis of the interviews has resulted in comprehensive lessons learned around the project focus areas. Finally, ten tips, divided in 4 categories i.e. People, Strategy, Technology and Management have been identified, to guide future ERP implementations and increase chances of success.
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Marks, Isaac. "Behaviour Therapy for Obsessive—Compulsive Disorder: A Decade of Progress." Canadian Journal of Psychiatry 42, no. 10 (December 1997): 1021–27. http://dx.doi.org/10.1177/070674379704201002.
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Objective: To review the last decade of behaviour therapy research in obsessive–compulsive disorder (OCD). Method: The most salient research was analyzed. Results: Many studies confirmed that exposure and ritual prevention (ERP) effectively reduced compulsive rituals and obsessive thoughts in most patients in all age groups, although a minority of the patients did not complete treatment. Gains persisted to follow-up 2 to 6 years later in several countries. Improvement after ERP generalized to obsessive–compulsive beliefs, mood, work, and social adjustment, and was accompanied by reduction in cerebral blood flow in the right caudate nucleus. Teaching patients how to prevent relapse seems to reduce the risk of recurrence. ERP yields slightly more improvement than does appropriate antidepressant medication and is followed by far less relapse after treatment has stopped, so ERP may be more cost-effective in the long term. Antidepressant medication is a useful adjunct to ERP when OCD is accompanied by comorbid depression. The therapist now tends to teach patients how to carry out self-exposure and self-imposed ritual prevention, rather than to impose ERP on them. Self-help manuals help patients to do this, and computer aids to allow patients to learn how to do ERP at home have been valuable in pilot studies. Cognitive therapy without ERP was as useful as ERP. Conclusion: ERP is of lasting value for OCD. Long-term cost-effectiveness comparisons are needed of self-administered ERP versus cognitive therapy and versus medication. Studies are also needed of brief psychological treatment for depression comorbid with OCD.
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Garg, Poonam, and Divya Agarwal. "Critical success factors for ERP implementation in a Fortis hospital: an empirical investigation." Journal of Enterprise Information Management 27, no. 4 (July 8, 2014): 402–23. http://dx.doi.org/10.1108/jeim-06-2012-0027.
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Purpose – The purpose of this paper is to examine the success of enterprise resource planning (ERP) implementation based on five identified items, i.e. top management commitment (TMC), user involvement (UI), business process reengineering (BPR), project management (PM) and ERP teamwork and composition (TWC) factors at Fortis hospital, Bangalore, India. It also tests a number of hypotheses and examines the hypothetical relationships among critical success items and success of ERP implementation. Design/methodology/approach – Empirical data were collected via a survey questionnaire/interview technique. A structured interview was planned and conducted with key executives of Fortis hospital who were familiar with success of ERP implementation progress as well as examination of company documentation supported by literature. Findings – A significant relationship was found between TMC, UI, BPR, PM and ERP TWC with success of ERP implementation at Fortis hospital. Originality/value – The value of this paper is that it presents any hospital wishing to implement ERP with a set of critical success factors. Understanding the critical success factors would lead to a smoother implementation in hospital industry. Although as a single case study the ability to generalize the findings is narrow, support from literature and experiences add the knowledge to ERP implementation in healthcare sector in India.
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Morgan-Short, Kara. "Electrophysiological Approaches to Understanding Second Language Acquisition: A Field Reaching its Potential." Annual Review of Applied Linguistics 34 (March 2014): 15–36. http://dx.doi.org/10.1017/s026719051400004x.
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The present article provides a review of results from electrophysiological studies of the neurocognition of second language. After a brief introduction to event-related potentials (ERPs), the article explores four sets of findings from recent second language (L2) ERP research. First, longitudinal L2 ERP research has demonstrated that L2 neurocognitive processing changes qualitatively with time. Second, research has shown that L2 learners can evidence nativelike ERP effects for L2 grammatical features that are present in their first language (L1) as well as for features that are unique to their L2 but may have more difficulty processing features that are present in their L1 but that are instantiated differently in their L2. Third, emerging research has revealed that individual differences in ERPs can be accounted for by linguistic and nonlinguistic factors. Finally, recent empirical studies have shown that explicit and implicit training contexts can lead to nativelike ERP effects at high levels of proficiency, but that implicit contexts may lead to the development of a fuller nativelike processing signature, at least for syntactic processing. With continued interdisciplinary approaches and sophisticated research designs, L2 ERP research is only beginning to reach its potential and promises to uniquely inform central questions of second language acquisition.
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Sternad Zabukovšek, Simona, Sangeeta Shah Bharadwaj, Samo Bobek, and Tjaša Štrukelj. "Technology acceptance model-based research on differences of enterprise resources planning systems use in India and the European Union." Engineering Economics 30, no. 3 (June 27, 2019): 326–38. http://dx.doi.org/10.5755/j01.ee.30.3.21211.
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The adoption of Enterprise resource planning (ERP) systems by organizations is crucial in today’s competitive globalized marketplace. The experience with ERP systems in numerous organizations over the last decade indicates that a successful implementation of ERP systems does not necessarily lead to a successful ERP usage. This paper addresses the scientific problem of differences in ERP acceptance and utilization in different cultural environments. The research question was whether and to what extend users’ extensive and explorative use of the ERP system differs in regions with different cultural backgrounds. Namely, organizations benefit from ERP systems only to the extent to which the users accept and utilize them. But the use of ERP systems at an advanced level is closely connected with the employees’ acceptance of these systems. To improve the efficiency and effectiveness of ERP systems in their maturity stage of use, when the employees already accepted ERP system, organizations need to understand the factors that impact user satisfaction and thus influence their extended use of the ERP system. Because of the socio-economic importance of India and the European Union (EU), we conducted a comparative research study into the similarities and differences of their use of ERP systems. From a theoretical point of view, the paper extends the original technology acceptance model (TAM), where two additional factors (work compatibility and extended use) were added. Additional external factors which can influence the users’ acceptance of ERP systems have been included into research, too. The main objective of this study is to find the key determinants that have an impact on user satisfaction and on the extended use in different cultural environments (i.e. the EU and India). We analysed and compared the data of 293 ERP users from 44 organizations in the EU and 577 ERP users from 13 organizations in India. Even though the use of ERP systems in India and the EU is at the same advanced level, there are differences which are connected to organizational cultures, presumed resulting from cultural differences of researched regions. Research data show some differences in the impacts on extended TAM model factors and some differences regarding the impacts of external factors researched.
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Zouine, Abdesamad, and Pierre Fenies. "The Critical Success Factors Of The ERP System Project: A Meta-Analysis Methodology." Journal of Applied Business Research (JABR) 30, no. 5 (August 27, 2014): 1407. http://dx.doi.org/10.19030/jabr.v30i5.8796.
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Many articles have been written on enterprise resource planning success in the last two decades in both the public and private sector. An important number of empirical studies attempt to delineate the steps of ERP project integration and their specificities. These research works can be divided into two principal phases: the implementation and the post-implementation. The complex nature of the ERP system and its implementation stages lead us to investigate about the critical success factors mentioned in both phases of integration. Recently, several studies have tried to assess the success of ERP system and highlight the CSFs based on some theoretical models. This study uses a meta-analysis methodology to highlight the principal factors leading to ERP success, and it evaluates the weight of CSFs in the process of implementing the ERP project. Based on the best studies published in the last years about ERP success, we conduct this research to determine the most important factors highly correlated with the ERP success. Eleven CSFs are identified in our meta-analysis and classified according to their significant importance based on the correlation coefficients finding in 32 articles focus only on the ERP system. Some criteria were selected to choose studies such as: Sample size, the availability of correlation coefficient finding (quantitative empirical data), the availability of reliable constructs (Cronbachs alpha), and the measurement scale of each factor.
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Chou, Huey-Wen, and Ying-Jung Yeh. "CONFLICT, CONFLICT MANAGEMENT, AND PERFORMANCE IN ERP TEAMS." Social Behavior and Personality: an international journal 35, no. 8 (January 1, 2007): 1035–48. http://dx.doi.org/10.2224/sbp.2007.35.8.1035.
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The effects of team process on team performance in ERP implementation teams were investigated. Data collected from 103 companies in Taiwan that had completely or mostly implemented ERP systems were analyzed. We found positive effects of cohesiveness on team performance, which suggests the critical role of cohesiveness on determining ERP implementation team success. The significant direct and positive effects of problem-solving and compromising strategy on team performance partially conform to previous research (Montoya-Weiss, Massey, & Song, 2001). The results suggest that in order to deal effectively with different degrees of conflict situation, team members ought to learn various conflict management strategies.
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Sari, Ulpa Permata, and Megawaty Megawaty. "PENERAPAN USABILITY TESTING UNTUK PENGUKURAN KUALITAS SISTEM ENTERPRISE RESOURCE PLANNING (ERP) (STUDI KASUS: PT. TITIS SEMPURNAH PRABUMULIH)." Jurnal Nasional Ilmu Komputer 1, no. 3 (August 24, 2020): 127–38. http://dx.doi.org/10.47747/jurnalnik.v1i3.159.
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Titis Sempurna is a company engaged in oil and gas, which has implemented an ERP (Enterprise Resources Planning) system. website-based which means the system can be used where I am and anytime, but website-based ERP systems have weaknesses, the possibility of the system being hacked by hackers because everyone can find out the address of the ERP system in PT.Titis Sempurna.This certainly can lead to concerns of users of ERP systems that include parts of accounting, purchase, warehouse, and human resource development (HRD), because the system cannot be guaranteed security. other than that the ERP system is also too complex and difficult for users to understand as in the purchase user often experiences constraints when the user wants to import PO data. This happens because the use, implementation and integration of the ERP system is difficult to apply in a company and therefore the need for usability testing to measure the quality of the ERP system is done so that the level of usability or usability of the system is expected and later the results of this research are expected later can provide usability or system usability which includes Learnability, Efficiency, Memorability, Errors, and Satisfaction ERP systems for the future.
PT.Titis Sempurna adalah perusahaan yang bergerak dibidang minyak dan gas, yang telah menerapkan sistem ERP (Enterprise Resources Planning). berbasis website yang artinya sistem dapat digunakan dimana saya dan kapan saja akan tetapi sistem ERP berbasis website memiliki kelemahan salasatunya memungkinan sistem dapat di retas oleh hacker karna setiap orang dapat mengetahui alamat dari sistem ERP yang ada di PT.Titis Sempurna.hal ini tentu dapat menimbulkan kekhawatiran dari pengguna sistem ERP yang meliputi bagian dari accounting, purchase, warehouse, dan human resource development (HRD), karna sistem tidak bisa dijamin keamanannya. selain itu sistem ERP juga terlalu kompleks dan sulit untuk dipahami user seperti pada bagian purchase user sering mengalami kendala salasatunya ialah pada saat user ingin mengimputkan data PO. Hal ini terjadi karna penggunaan, pengimplementasian dan pengintegrasian dari sistem ERP sulit untuk di terapkan disebuah prusahaan maka dari itu perlu dilakukannya penerpan usability testing untuk mengukur kualitas sistem ERP hal ini dilakukan agar diketahui tingkat usability atau kebergunaan dari sistem tersebut dan diharapkan nantinya hasil dari penelitian ini dapat memberikan kebergunaan atau usability sistem yang meliputi Learnability, Efficiency, Memorability, Errors, dan Satisfaction sistem ERP untuk kedepannya.
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Grabski, Severin V., Stewart A. Leech, and Pamela J. Schmidt. "A Review of ERP Research: A Future Agenda for Accounting Information Systems." Journal of Information Systems 25, no. 1 (March 1, 2011): 37–78. http://dx.doi.org/10.2308/jis.2011.25.1.37.
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ABSTRACT: ERP systems are typically the largest, most complex, and most demanding information systems implemented by firms, representing a major departure from the individual and departmental information systems prevalent in the past. Firms and individuals are extensively impacted, and many problematic issues remain to be researched. ERP and related integrated technologies are a transformative force on the accounting profession. As the nature of business evolves, accounting expertise is being called on to make broader contributions such as reporting on nonfinancial measures, auditing information systems, implementing management controls within information systems, and providing management consulting services. This review of ERP research is drawn from an extensive examination of the breadth of ERP-related literature without constraints as to a narrow timeframe or limited journal list, although particular attention is directed to the leading journals in information systems and accounting information systems. Early research consisted of descriptive studies of firms implementing ERP systems. Then researchers started to address other research questions about the factors that lead to successful implementations: the need for change management and expanded forms of user education, whether the financial benefit outweighed the cost, and whether the issues are different depending on organizational type and cultural factors. This research encouraged the development of several major ERP research areas: (1) critical success factors, (2) the organizational impact, and (3) the economic impact of ERP systems. We use this taxonomy to establish (1) what we know, (2) what we need, and (3) where we are going in ERP research. The objective of this review is to synthesize the extant ERP research reported without regard to publication domain and make this readily available to accounting researchers. We organize key ERP research by topics of interest in accounting, and map ERP topics onto existing accounting information systems research areas. An emphasis is placed on topics important to accounting, including (but not limited to) the risk management and auditing of ERP systems, regulatory issues, the internal and external economic impacts of ERP systems, extensions needed in ERP systems for XBRL, for interorganizational support, and for the design of management control systems. See Supplemental Material.
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Kanavos, Panos, Anna-Maria Fontrier, Jennifer Gill, and Olina Efthymiadou. "Does external reference pricing deliver what it promises? Evidence on its impact at national level." European Journal of Health Economics 21, no. 1 (October 3, 2019): 129–51. http://dx.doi.org/10.1007/s10198-019-01116-4.
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Abstract Background External reference pricing (ERP) is widely used to regulate pharmaceutical prices and help determine reimbursement. Its implementation varies substantially across countries, making it difficult to study and understand its impact on key policy objectives. Objectives To assess the evidence on ERP in different settings and its impact on key health policy objectives, notably, cost-containment, pharmaceutical price levels, drug use, equity, efficiency, availability, affordability and industrial policy; and second, to critically assess the quality of evidence on ERP. Methods Primary and secondary data collection through a survey of leading experts and a systematic literature review, respectively, over the 2000–2017 period. Results Forty five studies were included in the systematic review (January 2000–December 2016). Primary evidence was gathered via survey distribution to experts in 21 countries (January–July 2017). ERP contributes to cost-containment, but this is a short-term effect highly dependent on the way ERP is designed and implemented. Low prices, as a result of ERP, can undermine the availability of medicines and lead to launch delays or product withdrawals. Downward price convergence can hamper investment in innovation. ERP does not seem to promote efficiency in achieving health system goals. As evidence is weak, results need to be interpreted with caution. Conclusions ERP has not regulated prices efficiently and has unintended consequences that reduce the benefits arising from it. If ERP is carefully designed with minimal price revisions, prudent selection of basket size and countries, and consideration of transaction prices, it could be a more effective mechanism enhancing welfare, equitable access to medicines within countries and help promote industry innovation.
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Barkhi, Reza, and Stephen Kozlowski. "ERP in the Classroom: Three SAP Exercises Focused on Internal Controls." Journal of Emerging Technologies in Accounting 14, no. 1 (February 1, 2017): 77–83. http://dx.doi.org/10.2308/jeta-51701.
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ABSTRACT Three short exercises are presented that introduce certain functional aspects of Enterprise Resource Planning (ERP) software. The objective is to provide students with an introduction to the functionality that is incorporated in a typical ERP software solution that supports an evaluation of internal controls and segregation of duties as part of the Information Technology Audit (IT Audit) function. We have developed three hands-on step-by-step exercises using a widely implemented ERP system (i.e., SAP) and provide access to SAP on the cloud so that students can learn how to verify internal controls embedded in the system and identify control weaknesses such as a lack of segregation of duties.
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Silbergeld, E. K. "Toward the twenty-first century: lessons from lead and lessons yet to learn." Environmental Health Perspectives 86 (June 1990): 191–96. http://dx.doi.org/10.1289/ehp.9086191.
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Ali, Mahmood, and Lloyd Miller. "ERP system implementation in large enterprises – a systematic literature review." Journal of Enterprise Information Management 30, no. 4 (July 10, 2017): 666–92. http://dx.doi.org/10.1108/jeim-07-2014-0071.
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Purpose Enterprise resource planning (ERP) implementation brings with it a set of challenges. In order to gain a better understanding of these and they can be mitigated during the implementation process, the purpose of this paper is to use Esteves and Bohórquez (2007) classification based on ERP lifecycle framework, and content analysis to review the literature on ERP implementation in a structured format with a focus on larger enterprises, and provide a platform for practitioners to plan implementation with minimum possibility of failure. Design/methodology/approach Esteves and Bohórquez (2007) classification based on the ERP lifecycle framework is used to develop and present a comprehensive structured review of the literature on ERP system implementation in large enterprises (LEs), with a particular focus on pre-implementation, implementation, and post-implementation. Findings Drawing from the literature, organisations can plan implementation based on the findings and strategies presented in the study. This can lead to a better understanding of implementation with minimal probability of failure. The authors find that top management support, good project management teams, and good communications are the top three most important critical successful factors during implementation. The authors also identify critical gaps in current research. Existing research focusses predominantly on the implementation phase, but research on pre- and post-implementation is lacking, and that no industry standard implementation methodology has been developed. Research implications This review primarily focusses on the literature in the area of ERP implementation. ERP implementation planning involves access to effective implementation strategies. Despite the literature identifying a myriad of different ERP implementation models, no standard industry ERP implementation model has been developed. The findings for ERP implementation are repetitive, inconsistent, and lack empirical research, rendering these two of the most critical areas for future research, and collaboration between ERP practitioners, system developers, and researchers. Researchers, in turn, need to become more innovative in terms of their research techniques when examining ERP implementation. Practical implications This paper provides guidance to researchers and practitioners with an insight into published research work and their findings. It provides a better understanding of ERP implementation, which can be applied towards overcoming operational difficulties during the implementation process. Originality/value This study is innovated in its use of Esteves and Bohórquez (2007) classification based on the ERP lifecycle framework, and content analysis to present a comprehensive structured literature review of the ERP implementation literature with a specific focus on pre-implementation, implementation, and post-implementation in LEs between the period 1989 and 2014. The technique and time period used in this study differs from those of other studies on ERP implementation. The paper brings together theoretical and practical developments on ERP implementation under a single source, which should aid practitioners, researchers and ERP developers with future research and decision making.
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Panayiotou, Nikolaos A., Sotiris P. Gayialis, Nikolaos P. Evangelopoulos, and Petros K. Katimertzoglou. "A business process modeling-enabled requirements engineering framework for ERP implementation." Business Process Management Journal 21, no. 3 (June 1, 2015): 628–64. http://dx.doi.org/10.1108/bpmj-06-2014-0051.
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Purpose – The purpose of this paper is to describe and analyze the benefits of the application of a requirements engineering framework to assist Enterprise Resource Planning (ERP) development. This framework combines the technology-driven and the process-driven approaches for requirements analysis and implementation. Specific business process modeling methods enhance the framework and assist the formulation of the functional specifications of the ERP system and the management of requirements. Design/methodology/approach – A case study strategy was chosen as the most appropriate method to answer the research question and test the theoretical propositions. The case study’s unit of analysis is a Greek manufacturing company and its ERP implementation project. A requirements engineering framework enhanced with business process modeling methods was applied and the results were evaluated using metrics for ERP implementation success. Data were collected using multiple sources of evidences, including interviews with various stakeholders, structured questionnaires, direct observations, vendors’ functionality papers and company’s documentation. Findings – This study proves that the configuration of ERP’s reference models together with the adjustments of organization’s processes, provided through a structured requirements engineering framework can lead to reliable functional specifications, a smooth transition to an ERP system and, eventually, to successful ERP implementation, concerning its alignment with requirements. Research limitations/implications – A single case study is conducted in a typical manufacturing company, providing opportunities for further research in other industries, testing in parallel well-defined requirements and other success factors for ERP implementation. Originality/value – The paper fulfils the identified needs for applied methodologies and frameworks for requirements engineering which can assist successful ERP implementations.
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Trunina, Iryna, Olena Vartanova, Olena Sushchenko, and Oksana Onyshchenko. "Introducing ERP System as a Condition of Information Security and Accounting System Transformation." International Journal of Engineering & Technology 7, no. 4.3 (September 15, 2018): 530. http://dx.doi.org/10.14419/ijet.v7i4.3.19928.
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Despite the level of the information technology spread in Ukraine being lower than in other countries ERP systems are introduced both on the levels of commercial and government organizations. Although there is an adaptation to the national and language features of different countries in ERP systems, their introduction into Ukrainian markets relates to a range of difficulties. Information safety issues and the issues of changes in management accounts and business accounting that appear when introducing ERP system are the main difficulties for Ukrainian enterprises. The research of information security considers such main aspects as the network security, the data base (DB) security, the security on the level of application server and the information security on the client’s computer. The determination of the main principles of the information security and the suggestion of the stages of building the ERP security control subsystem aim at preventing deliberate or accidental information leak. Features of Ukrainian legislation, differences of Ukrainian business accounting standards from the international ones and the management features should be considered when introducing ERP system. The company executives, in their turn, should understand the urgent need in introducing information technologies, realize that the information system is a management system and not only the system of accounting and should meet the requirements and standards of ERP management.