Relevant bibliographies by topics / Production control Inventory control Manufacturing resource planning

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers

Academic literature on the topic 'Production control Inventory control Manufacturing resource planning'

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Published: 4 June 2021
Last updated: 2 February 2022

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Journal articles on the topic "Production control Inventory control Manufacturing resource planning"

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Soeltanong, Myra Beatrice, and Catur Sasongko. "Perencanaan Produksi dan Pengendalian Persediaan pada Perusahaan Manufaktur." Jurnal Riset Akuntansi & Perpajakan (JRAP) 8, no. 01 (June 29, 2021): 14–27. http://dx.doi.org/10.35838/jrap.2021.008.01.02.

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ABSTRACT This research was conducted with the aim of observing the production planning process applied by PT X then designing a comprehensive production planning and inventory control so that it can overcome the occurrence of shortages and excess of inventory in the company. The research was conducted by observing a springbed manufacturing company PT X in Makassar. The data used are primary and secondary data, using instruments such as interviews, conducted on staffs and management of PT X, site visits, as well as company historical data. The results of the research were in the form of production planning, through demand forecasting, master production schedule, and planning for resource requirements. In addition, the researcher also established an inventory control system that could support the company's production process using the EOQ method, safety stock, and reorder points. The results of the research are not necessarily applicable to other companies with different demand patterns or to companies with different industries. In addition, the methods used in production planning and inventory control are limited in this study. ABSTRAK Penelitian ini dilakukan dengan tujuan untuk mengamati proses perencanaan produksi yang diterapkan perusahaan manufaktur PT X, merancang perencanaan produksi dan pengendalian persediaan yang komprehensif sehingga dapat mengatasi terjadinya kekurangan maupun kelebihan persediaan pada perusahaan. Penelitian dilakukan dengan melakukan observasi pada perusahaan manufaktur PT X, perusahaan manufaktur yang memproduksi kasur per di kota Makassar. Data yang digunakan merupakan data primer dan sekunder, berupa wawancara yang dilakukan pada jajaran staf dan manajemen PT X, serta data historis perusahaan. Hasil penelitian berupa perencanaan produksi yang melewati tahap peramalan permintaan, pembentukan jadwal induk produksi, serta perencanaan kebutuhan sumber daya. Selain itu, peneliti juga membentuk sistem pengendalian persediaan yang dapat mendukung kelancaran proses produksi perusahaan dengan metode Economic Order Quantity (EOQ), persediaan pengaman, dan titik pemesanan kembali. Hasil penelitian belum tentu dapat diterapkan pada perusahaan lain dengan pola permintaan maupun pada perusahaan dengan industri yang berbeda. Selain itu, metode yang digunakan dalam pembentukan perencanaan produksi dan pengendalian persediaan pun menjadi keterbatasan dalam penelitian ini.
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Chumnumporn, Kwanchanok, Chawalit Jeenanunta, Somrote Komolavanij, Natthawadee Saenluang, Kamonda Onsri, Koraphat Fairat, and Kanchanok Itthidechakhachon. "The Impact of IT Knowledge Capability and Big Data and Analytics on Firm’s Industry 4.0 Capability." Proceedings 39, no. 1 (January 9, 2020): 22. http://dx.doi.org/10.3390/proceedings2019039022.

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Smart factory is a fully-integrated of firm’s facilities (i.e., sensors, smart machines, and robots) and information system architecture (i.e., IoT, ICT, and cloud computing) to enable high degree of automation in manufacturing processes. IT knowledge capability is the IT knowledge organization that how employees understand IT knowledge in different dimensions, i.e., general management, product design, production planning, data analysis, information security, and automation system. Since the system of smart factory depends on the massive of data collecting (big data) and the firm’s advance analyzing approach (analytics). The big data in manufacturing include the data from production planning, quality control, procurement, inventory control, human resource management (HRM), and delivery. The purpose of this study is to examine the role of IT knowledge capability and big data and analytics on the degree of smart factory. Survey data from 141 Thai manufacturing firms from the list of the ministry of industry and industrial zones were collected during March–April 2019. The multiple regression result shows that both IT knowledge capability and big data and analytics have a positive impact on the degree of smart factory. In addition, we use a firm’s age and firm’s size (based on the number of employees and total asset) as control variables. The results show that firm’s size have a positive effect on hypothesis model.
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Sillapa-Archa, Tanaporn, Phiphlu Thaninthanadech, and Darin Smitasiri. "Advanced Cost-Efficient Production Scheduling in Hi-Tech Manufacturing Industry at Test Operation." Applied Mechanics and Materials 110-116 (October 2011): 3922–29. http://dx.doi.org/10.4028/www.scientific.net/amm.110-116.3922.

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Rapid change in customer demand and aggressive business competition in high technology industry has driven the need for greater performance with lower price product under short product life cycle. This stimulates semiconductor manufacturing companies to pay much more attention to their cost control and production built strategy. Bad performance in shop-floor planning results in huge inventory, poor equipment efficiency, and therefore it would jeopardize the company sustainability. Consequently, the main objectives of an effective production planning intelligence are to maximize company benefits, meet customer expectation and improve production efficiency. This paper presents an algorithm of production loading plan that balances cost, meet customer delivery request and optimize production efficiency by considering all important constrained factors in manufacturing environment, namely test cost per hour, throughput rate, machine capacity and utilization, hardware set up matrix and limitation, the number of change-over and customer delivery date. The analysis is done by comparing the performance outcome with the common scheduling rules. The result of this new planning logic solution is proved to increase the effectiveness of the production scheduling plan based on available resources on hand and complex of constraint. It also decreases human interfere causing error in planning procedure.
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Susanty, Aries, Bambang Purwanggono, and Raudina Huduni. "Assessment of Sustainability Process Using Multi-grade Fuzzy in CV. Indo Jati Utama." E3S Web of Conferences 125 (2019): 07014. http://dx.doi.org/10.1051/e3sconf/201912507014.

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The first purpose of this study calculated the sustainability index of economic, environmental, social criteria and the sustainability index of the whole manufacturing process conducted by CV. Indo Jati Utama (a wood processing manufacturer in Semarang that sells its products on an export scale). The second purpose of this study calculated the performance importance index of each indicator in each criterion. The last purpose of this study proposed some recommendations to increase the sustainability of the manufacturing process at CV Indo Jati Utama. This study uses the multi-grade fuzzy (MGF) method to calculate sustainability and performance importance index. This study used primary data, collected using questionnaires from five experts (General Manager, Department Head of Marketing, Department Head of Finance, Department Head of Production Planning and Inventory Control, and Department Head of Human Resource). The result of data processing indicated that the sustainability index of economic, environmental, and social and the whole manufacturing production process was 7.48, 7.60, 7.60, and 7.50 successively. Moreover, the result of data processing also indicated that the enterprise should increase the performance of five indicators to get more sustainable, namely, flexibility to change, environmental management, green image, employee compensation practices, and employee career development program.
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Ochieng, Bob. "LEAN MANUFACTURING PRACTICES AND SUPPLY CHAIN PERFORMANCE OF SUGAR MANUFACTURING FIRMS IN WESTERN KENYA." American Journal of Supply Chain Management 6, no. 1 (May 21, 2021): 27–43. http://dx.doi.org/10.47672/ajscm.719.

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Introduction: Western Kenya is the largest producer of sugar in Kenya, supporting about 170,000 smallholder farming households and contributing about 80 percent of the total sugar produced in Kenya. This contribution is however threatened given that the sugar firms in that region are producing sub optimally with obsolete technology. Comparing to related sector, other firms in Kenya such as the tea manufacturing firms have implemented energy efficiency practices so as to manage energy wastage and reduce production costs. Were they to employ effective production methods, they could increase their production significantly. While that is the case, scholars have suggested that adoption of lean manufacturing practices is a panacea to quality addition and waste minimization. Perhaps what these firms need are lean practices. Purpose: This study interrogated the extent to which the firms have adopted lean manufacturing practices, just-in-time and total quality control and if they have, its effect on supply chain performance. Methodology: The study targeted and conducted a census on the 11 sugar manufacturing firms in the Western Kenya belt where the procurement managers, line managers, finance managers, production managers, production engineers, quality assurance officers and operations managers of each of the 11 firms (total 87) were targeted. The study employed a descriptive research design to collect quantitative data. Quantitative primary data was collected through questionnaires and analyzed using statistical package for social sciences. Findings: The findings of the study indicated that the just in time productionand total quality control are positively and significantly associated with supply chain performance of the sugar manufacturing firms. Unique Contribution to Practice and Policy: The study recommended adoption of just in time production practices such as availing labor on demand in order to manage labor costs, availing resources on demand in order to manage wastage, production on demand in order to manage inventory costs, ordering raw materials from the suppliers only when there is demand for production from customers, having a simplified production design to ensure timely production and having multiple skilled workers to ensure faster production. In addition, in order for the sugar manufacturing firms to increase supply chain performance, there is need to adopt total quality control practices such as having manageable defect prevention costs related to quality planning, putting in place manageable defect prevention costs related to investment in quality related information systems, having manageable appraisal costs related to test and inspection of purchased materials, having manageable appraisal costs related to quality audits, having controllable internal failure costs related to reworks and having manageable internal failure costs related to scrap.
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Al-Magsoosi, Muneam Zamzeer. "Smoothing Short Duration Capacity Problems in Enterprise Resource Planning (ERP) Systems: An Algorithmic Approach." Advanced Materials Research 933 (May 2014): 860–68. http://dx.doi.org/10.4028/www.scientific.net/amr.933.860.

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Successful implementation of ERP systems should take full advantage of the access to information, but not be constrained by many of the deficiencies associated with infinite capacity scheduling methodologies. In this paper an algorithm is developed which improves the performance of the ERP system. Lot sizing decisions based on capacity availability are used as an instrument to integrate more effectively capacity requirements planning (CRP) and Material Requirements Planning (MRP). MRP is a planning tool for a sub-set of manufacturing system specially in hierarchal multi-product, multi-period and multi-stage production planning and inventory control system. The Vehicle used for this integration is planned order release (POR) quantity. The algorithm requires minimal deviation from the MRP logic. In this sequential process MRP first issues the action notices and then the algorithm analyses the capacity situation in the work centers. The algorithm scans all planned order release quantities of lower level items in the action bucket before orders are released to the shop. For each item a delta value is computed identifying the degree orders are contributing to capacity problems. This delta is specific to each POR. The POR causing the highest overload and the one passing through the lowest utilized work centers are selected for a lot size decrease, respectively, an increase. After identifying the candidates, a series of checks analyses the suitability of the candidates for that change. The planned order release quantities of more items can be performed. Projected capacity profile after iteration will be updated and capacity requirements over a short duration are smoothed. The experiments are performed with MAP/3000 as a simulation model for this study. The developed algorithm is added to MAP/3000 as additional subroutines. The design of the experiments consists of a base test identifying the significance of different environmental parameters of MRP systems and a main test which performs a detailed evaluation. The results are evaluated using analysis of variance techniques. Most ERP systems built on the historical development of MRP and CRP systems, and the assumption of infinite capacity is affecting the performance of those systems badly. This paper is presenting an algorithm to smooth capacity problems by using the existed capacity.
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Maropoulos, P. G. "Cutting Tool Selection: An Intelligent Methodology and its Interfaces with Technical and Planning Functions." Proceedings of the Institution of Mechanical Engineers, Part B: Journal of Engineering Manufacture 206, no. 1 (February 1992): 49–60. http://dx.doi.org/10.1243/pime_proc_1992_206_055_02.

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This paper presents a new cutting tool selection methodology, namely the intelligent tool selection (ITS), which covers the whole spectrum of tool specification and usage in machining environments. The selection process has five distinct levels and starts by deriving a local optimum solution at the process planning level, which is progressively optimized in the wider context of the shop-floor. Initially, multiple tools are selected for each machining operation and tool lists are formed by sorting selected tools in order of preference. The second selection level provides a tooling solution for a component by considering all the operations required as well as the characteristics of the machine tool. The selected tools are then rationalized by forming a set of tools for machining a variety of components on a given machine tool at level 3 and by increasing the use of common and standard tools within a group of machines at level 4. Finally, the fifth level aims at reducing tool inventory by classifying existing tools into categories according to their usage and is also used for introducing new tools into the manufacturing system. The selection method allows the implementation of the minimal storage tooling (MST) concept, by linking the ordering of new and replacement tools to production control. ITS also uses the concept of tool resources structure (TRS), which specifies all tooling resources required for producing a component. By using the framework provided by ITS, TRS and MST it can be shown that tooling technology interfaces with diverse company functions from design and process planning to material/tool scheduling and tool management. The selection methodology results in higher utilization of tools, improved efficiency of machining processes and reduced tool inventory.
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Hwang, David, and Hokey Min. "Identifying the drivers of enterprise resource planning and assessing its impacts on supply chain performances." Industrial Management & Data Systems 115, no. 3 (April 13, 2015): 541–69. http://dx.doi.org/10.1108/imds-10-2014-0284.

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Purpose – Enterprise resource planning (ERP) is intended to integrate all facets of a company’s business operations encompassing production planning, material purchasing, inventory control, logistics, accounting, finance, marketing, and human resource management by creating a single depository of the database that can be shared by the entire organization and its trading partners. Through an empirical study, the purpose of this paper is to identify a multitude of drivers that facilitate or hinder the implementation of ERP in business environments. Also, this paper determines its role in supply chain operations and assesses its impact on supply chain performances. Design/methodology/approach – To examine which factors drive the ERP adoption and gauge the level of the ERP success, the authors develop a research framework based on two well-known theories in the strategy literature: a contingency theory; and a resource-based view of the firm. This research framework allowed us to develop a series of hypotheses regarding the use of ERP for strategic sourcing. To test hypotheses, the authors carried out the study in three phases: a pre-pilot; a pilot; and a large-scale questionnaire survey. In the pre-pilot phase, the authors generated potential survey items through theory development and a literature review. In the pilot phase, the authors develop a structural equation model along with the identification of valid constructs based on structural interviews and the Q-sort method. At the last stage, the authors conducted a large-scale survey via mail questionnaires primarily targeting the Korean industry comprised of manufacturers and their suppliers and customers. Findings – The firm’s ERP adoption and implementation decision is mainly affected by its internal environment. Defying the conventional wisdom, the firm’s external environment has little influence on its decision to adopt and implement ERP. However, through the mediating role of an internal environment, an external environment still indirectly influences the ERP adoption and ERP implementation decision. Also, the authors found that ERP could enhance the ERP adopter’s organizational capability and supplier capability. Originality/value – This study is one of a few attempts to investigate the role of ERP in the supply chain and identify important determinants influencing the ERP adoption and implementation decisions. Especially, in contrast with the previous literature which often gauged the benefits of ERP from an ERP adopter’s standpoint, this paper is one of the few to assess the benefits of ERP from the ERP adopter’s supply chain partners standpoints. Also, it is one of the first to assess the impact of ERP on supplier capability, organizational capability, and customer value.
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Belkaid, Fayçal, Farouk Yalaoui, and Zaki Sari. "An Efficient Approach for the Reentrant Parallel Machines Scheduling Problem under Consumable Resources Constraints." International Journal of Information Systems and Supply Chain Management 9, no. 3 (July 2016): 1–25. http://dx.doi.org/10.4018/ijisscm.2016070101.

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In present manufacturing environment, the reentrant scheduling problem is one of the most important issues in the planning and operation of production systems. It has a large scope such as capacity distribution and inventory control. On the other hand, the markets are very competitive; it is a critical requirement of operational management to have effective management of resources (consumable and renewable) so as to achieve optimal production plan. This study considers a reentrant parallel machines scheduling problem with consumable resources. Each job consumes several components and must be processed more than once in a stage composed of identical parallel machines. The resources availability, jobs assignment and sequencing at each cycle and are considered and optimized simultaneously. On the basis of this representation, a MILP model is developed. Thus, that MILP model can be used for the problem in order to find the exact solution. Since, this problem is clearly NP-hard, and optimal solutions for large instances are highly intractable, a genetic algorithm is developed to obtain near-optimal solution. Then, an improvement phase based on different local search procedures are performed and examined to generate better solutions. The system performances are assessed in terms of measures such as the solution quality and the execution time. The effectiveness of the proposed metaheuristic is examined based on comparative study. The simulation results demonstrate that the presented algorithm is able to find an optimal solution for small-sized problems and can effectively find a near optimal solution for large-sized problems to minimize the makespan of the considered problem.
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Paul, Brian K. "Production planning and inventory control." Journal of Manufacturing Systems 15, no. 4 (January 1996): 294. http://dx.doi.org/10.1016/0278-6125(96)84554-7.

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Dissertations / Theses on the topic "Production control Inventory control Manufacturing resource planning"

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DESHPANDE, AMIT A. "Virtual Enterprise Resource Planning for Production Planning and Control Education." University of Cincinnati / OhioLINK, 2008. http://rave.ohiolink.edu/etdc/view?acc_num=ucin1211238271.

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Beedu, Atul. "Integrated inventory control to manage blanket orders in a contract manufacturing environment a case study /." Diss., Online access via UMI:, 2005.

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Karlsson, Per-Johan, and Mariana Porto. "Improving the control of work-in-process at VSM Group AB." Thesis, Jönköping University, JTH, Industrial Engineering and Management, 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-1302.

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Today many companies face problems with inventory management. The importance of adequate inventory management has become more evident, while organizations try to reduce their costs and increase their service level.

This master thesis was conducted at VSM Group AB in Huskvarna, which is a manufacturer that produces and delivers sewing machines to a worldwide market. VSM Group AB has problems with the management and the refilling of the work-in-process (WIP) inventories and also with lack of information about component balance and location in the production and material planning system.

Therefore, the purpose of the thesis was to improve the control of the WIP inventories and the information about the components in the production and material planning system. In order to achieve the purpose, interviews and observations were performed, theories in inventory management were reviewed and the production process was studied.

Afterwards solutions for improvements were proposed. To solve the management and refilling problem, a kanban ordering system was proposed, which would use kanban cards to order components from the storages to the WIP inventories. To develop the component information displayed in the production and material planning system, an additional feature was proposed to the system. So instead of showing one inventory balance for each component, the system would display balances for three different places in the factory: the goods arrival and quality control area, the storage and the production.

The proposed solutions can provide several benefits to the company. The kanban ordering system can increase the material handlers’ efficiency, set a standard refilling quantity and be a tool for reducing the WIP inventory levels. The more detailed information in the production and material planning system can improve the decision making for the purchasers and planners and give the ability to measure the flow and level of material inside the factory.

These solutions will provide a more appropriate inventory management to the company, with better control of the components and improved information quality.

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Boonlertvanich, Karin. "Extended-CONWIP-Kanban System: Control and Performance Analysis." Diss., Available online, Georgia Institute of Technology, 2005, 2005. http://etd.gatech.edu/theses/available/etd-04122005-120706/unrestricted/boonlertvanich%5Fkarin%5F200505%5Fphd.pdf.

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Thesis (Ph. D.)--Industrial and Systems Engineering, Georgia Institute of Technology, 2005.
Griffin, Paul, Committee Member ; Ferguson, Mark, Committee Member ; Billings, Ronald, Committee Member ; Zhou, Chen, Committee Chair ; Reveliotis, Spiridon, Committee Member. Includes bibliographical references.
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Agrawal, Rakshita. "Planning and scheduling problems in manufacturing systems with high degree of resource degradation." Diss., Georgia Institute of Technology, 2009. http://hdl.handle.net/1853/34767.

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The term resource is used to refer to a machine, tool-group, piece of equipment or personnel. Optimization models for resource maintenance are obtained in conjunction with other production related decisions like production planning, production scheduling, resource allocation and job inspection. Emphasis is laid on integrating the above inter-dependent decisions into a unified optimization framework. This is accomplished for large stationary resources, small non-stationary resources with high breaking rate and for resources that form a part of a network. Owing to large problem size and high uncertainty, the optimal decisions are determined by formulating and solving the above problems as Markov decision processes (MDPs). Approximate dynamic programming based algorithms are used for solving the large optimization problems at hand. The performance of resulting near optimal policies is compared with that of traditional formulations in all cases. The latter treat the resource maintenance decisions independent of other manufacturing related decisions. In certain formulations, the resource state is not completely observable. This results in a partially observable MDP (POMDP). An alternative algorithm for the solution of POMDP is developed, where several mixed integer linear programs (MILPs) are solved during each ADP iteration. This helps obtain better quality solutions for the POMDPs with very large or continuous action spaces in an efficient manner.
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Rizvi, Syed Zia Abbas. "Production and inventory control of a multi-item multi-stage manufacturing system : simulation modeling, capacitated shipment planning and Kanban design." Thesis, Massachusetts Institute of Technology, 2009. http://hdl.handle.net/1721.1/55232.

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Thesis (M. Eng.)--Massachusetts Institute of Technology, Dept. of Mechanical Engineering, 2009.
Cataloged from PDF version of thesis.
Includes bibliographical references (p. 101).
The project work presented in this thesis has proposed solutions related to the control of production and work-in-process inventory in a multi-item multi-stage manufacturing system. A suitable base-stock inventory control policy is recommended to ensure that the desired service levels are maintained between production stages and for the final customers. Concept of coupling the production lines though coupling-stock under suitable assumptions is then introduced to reduce the stock levels at certain consecutive production stages. A framework for demand seasonality and characteristic analysis is also established to enable the inventory control policy to respond to seasonal variations. Monte Carlo simulation was performed on a model of chain of production stages controlled under base-stock policy for the verification of results and to study the effects of stock-outs on base-stock levels. The results of simulation study showed that overall system performance is satisfactory and desired service levels were achieved. Simulation work was also carried out to validate the line coupling concept and its performance under certain conditions. A novel Kanban based visual management system design, which is aligned with the requirements of inventory control policy, along with the material transfer batch sizes between production stages is proposed to facilitate the implementation of inventory control policy. Furthermore, capacitated shipment planning approach is proposed and implemented in form of a spreadsheet-based interface to aid planning personnel in shipment planning under the constraints provided by the inventory control policy.
by Syed Zia Abbas Rizvi.
M.Eng.
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Betts, John Maurice 1960. "Just-in-time replenishment and component substitution decisions for assemble-to-order manufacturing when capital is investor-supplied." Monash University, School of Business Systems, 2002. http://arrow.monash.edu.au/hdl/1959.1/9361.

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"Inventory control with MRP II system in place." Chinese University of Hong Kong, 1994. http://library.cuhk.edu.hk/record=b5888030.

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by Cheung Chi-leung Stanley, Ha Wai-Hung Michael.
Thesis (M.B.A.)--Chinese University of Hong Kong, 1994.
Includes bibliographical references (leaves 78-79).
ABSTRACT --- p.iii
TABLE OF CONTENTS --- p.iv
LIST OF ILLUSTRATIONS --- p.vi
ACKNOWLEDGMENTS --- p.vii
Chapter
Chapter I. --- INTRODUCTION --- p.1
Company Background --- p.3
Objective and Methodology --- p.9
Chapter II. --- WHAT IS MRP II --- p.12
Chapter III. --- MRP II SYSTEM IN XYZ COMPANY --- p.15
Chapter IV. --- THE INVENTORY PROBLEMS --- p.22
High Level of Excess and No Current Use Inventory --- p.23
Engineering Changes --- p.23
Forecast Fluctuation --- p.26
Customer Order Cancellation --- p.28
Management Reluctant to Write Off --- p.29
Long Lead-Time of Components --- p.30
Active Inventory Level Higher Than Management Expectation --- p.31
Incorrect Purchase Order Time Bucket --- p.33
Inefficient Re-scheduling Activities --- p.35
Inefficient Time Fencing --- p.38
Ineffective Control --- p.38
Vendor Early Deliveries --- p.39
Ineffective Priority of Purchasing Activities --- p.40
Ineffective Follow-Up of Discrepancies --- p.40
Unable to Project Inventory Within Tolerance --- p.41
Alternative Parts --- p.42
Goods in Transit --- p.48
Consumption of Active Inventory and Reconciliation of Supply and Demand --- p.49
Inaccurate Inventory Record --- p.52
Space Limitation --- p.53
Staff Training --- p.55
Policies and Procedures --- p.57
Cycle Counting --- p.57
Chapter V. --- SUMMARY OF OBSERVATION --- p.60
BIBLIOGRAPHY --- p.78
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Books on the topic "Production control Inventory control Manufacturing resource planning"

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1971-, Smith Chad, and Orlicky Joseph, eds. Orlicky's material requirements planning. 3rd ed. New York: McGraw-Hill, 2011.

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Orlicky, Joseph. Orlicky's material requirements planning. 2nd ed. New York: McGraw-Hill, 1994.

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Landvater, Darryl V. World class production and inventory management. Essex Junction, Vt: Oliver Wight Publications, 1993.

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Landvater, Darryl V. World class production and inventory management. 2nd ed. New York: Wiley, 1997.

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World class production and inventory management. New York: Wiley, 1993.

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The executive's guide to successful MRP II. New York: Wiley, 1993.

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Patrick, Le Roy, and Tierney Liam, eds. Manufacturing planning and control: Beyond MRP II. London: Chapman & Hall, 1996.

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Handbook of MRP II and JIT: Strategies for total manufacturing control. Englewood Cliffs, N.J: Prentice Hall, 1993.

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W, Edson Norris, ed. Gaining control: Capacity management and scheduling. Essex Junction, VT: O. Wight Ltd. Publications, 1990.

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Correll, James G. Gaining control: Capacity management and scheduling. 2nd ed. New York: John Wiley, 1999.

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Book chapters on the topic "Production control Inventory control Manufacturing resource planning"

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Wiendahl, Hans-Peter, and Jan-Wilhelm Breithaupt. "Automatic Production Control." In Beyond Manufacturing Resource Planning (MRP II), 335–56. Berlin, Heidelberg: Springer Berlin Heidelberg, 1998. http://dx.doi.org/10.1007/978-3-662-03742-3_13.

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Boukas, E. K., and Z. K. Liu. "Manufacturing System Modeling and Control: Production Quality & Marketing." In Integrated Models in Production Planning, Inventory, Quality, and Maintenance, 185–229. Boston, MA: Springer US, 2001. http://dx.doi.org/10.1007/978-1-4615-1635-4_10.

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Pan, Jie, Yi Tao, Loo Hay Lee, and Ek Peng Chew. "Production Planning and Inventory Control of a Two-Product Recovery System." In Re-engineering Manufacturing for Sustainability, 609–14. Singapore: Springer Singapore, 2013. http://dx.doi.org/10.1007/978-981-4451-48-2_99.

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Carazas, Luis, Manuel Barrios, Victor Nuñez, Carlos Raymundo, and Francisco Dominguez. "Management Model Logistic for the Use of Planning and Inventory Tools in a Selling Company of the Automotive Sector in Peru." In Advances in Manufacturing, Production Management and Process Control, 299–309. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-20494-5_28.

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Fernandes, Nuno O. "Workload Control." In Advances in Business Strategy and Competitive Advantage, 61–69. IGI Global, 2015. http://dx.doi.org/10.4018/978-1-4666-8348-8.ch005.

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Global competition and changing customer requirements are putting major challenges in the production planning and control systems of manufacturing enterprises. Production planning and control requires robust methods able to cope with demand variability, processing times variability, routing sequences, resource availability, etc., between other sources of variation. Production planning and control significantly influences target performance criteria such as the delivery time, on-time delivery, work-in-process inventory, and resources utilization. Therefore, production planning and control is strategically important for the economic success of these enterprises and innovative production planning and control methods are required. This chapter describes how workload control, a leading production planning and control system for small- and medium-sized enterprises, operates and illustrates how it aids in shortening and stabilising throughput times based on a simulation study of a small made-to-order production system.
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Maithel, R. "SOME FINDINGS FROM STUDIES IN TECHNOLOGY11Technology is defined to include manufacturing processes, equipment, manufacturing, management technology (quality control, production and inventory planning and control and production facilities maintenance techniques), product/process development, human resources management techniques, marketing management techniques, and financial management techniques. ADOPTION." In Information Control Problems in Manufacturing Technology 1992, 13–24. Elsevier, 1993. http://dx.doi.org/10.1016/b978-0-08-041897-1.50008-0.

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Kiran, D. R. "Manufacturing resource planning (MRP II)." In Production Planning and Control, 441–55. Elsevier, 2019. http://dx.doi.org/10.1016/b978-0-12-818364-9.00031-7.

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Møller, Charles. "Next-Generation Enterprise Systems." In Enterprise Information Systems, 1789–96. IGI Global, 2011. http://dx.doi.org/10.4018/978-1-61692-852-0.ch802.

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“ERP is dead - long live ERP II” was the title of a path breaking research note from Gartner Group (Bond, Genovese, Miklovic, Wood, Zrimsek, & Rayner, 2000). In this research note, Gartner Group envisions how the ERP vendors respond to market challenges and how ERP and ERP strategies evolved by 2005. Gartner Group defines ERP II as a transformation of ERP (Enterprise Resource Planning), and today the major vendors have adopted this concept in their contemporary ERP packages. ERP (Enterprise Resource Planning) is an important concept to industry. Enterprises are increasingly implementing packaged ERP systems. A recent study confirmed that over 90% of the 500 largest Danish enterprises have adopted one or more ERP system. Further, the study found the systems to be of an average age of 2.8 years and decreasing (Møller, 2005a). ERP is a standardized software package designed to integrate the internal value chain of an enterprise (Klaus, Rosemann, & Gable, 2000). In 2002, the five major ERP vendors were: (i) SAP; (ii) Oracle; (iii) Peoplesoft; (iv) SAGE; and (v) Microsoft Business Solutions. They controled almost 50% of the ERP market (c.f. Table 1) and consequently the corporate infrastructure is dominated by the design of these systems and the vendors. By 2006, the market is consolidated and many of the smaller vendors have been merged with larger vendors. Oracle acquired PeopleSoft and JD Edwards and the global market seems to be dominated by SAP, Oracle and Microsoft. According to Nah (2002) the American Production and Inventory Control Society (APICS) defines ERP as: “a method for the effective planning and controlling of all the resources needed to take, make, ship and account for customer orders in a manufacturing, distribution or service company.” This definition expresses ERP as a tool but ERP is also a management vision and an agency of change and ERP has been attributed to almost any good or bad that IT may bring about in business. In the late 1990s, the ERP hype was primarily motivated by companies rushing to prepare for Y2K (Calloway, 2000). Then, after a short recession the adoption of ERP has continued. Davenport’s sequel on enterprise systems (Davenport, 1998, 2000; Davenport & Brooks, 2004) illustrates the changing business perspective on ERP and the ERP hype. Davenport (1998) sums up the first wave of experiences from implementing ERP systems in a much cited paper on “putting the enterprise system into the enterprise,” and points to the new potential business impact of the ERP systems. The discussion evolved over the first enthusiastic expectations, continued over a growing number of horror stories about failed or out-of-control projects, toward a renewed hype of expectations on e-business and SCM. The ERP II concept is the software industry’s perception of the new business challenges and the vision addresses the issues of e-business integration in the supply chain. ERP II is the next-generation ERP concept and in a few years from now the ERP II vision is going to be institutionalized into the infrastructure of most enterprises. This article will portray the conceptual framework of ERP II.
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Møller, Charles. "Next-Generation Enterprise Systems." In Business Information Systems, 2126–33. IGI Global, 2010. http://dx.doi.org/10.4018/978-1-61520-969-9.ch129.

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“ERP is dead - long live ERP II” was the title of a path breaking research note from Gartner Group (Bond, Genovese, Miklovic, Wood, Zrimsek, & Rayner, 2000). In this research note, Gartner Group envisions how the ERP vendors respond to market challenges and how ERP and ERP strategies evolved by 2005. Gartner Group defines ERP II as a transformation of ERP (Enterprise Resource Planning), and today the major vendors have adopted this concept in their contemporary ERP packages. ERP (Enterprise Resource Planning) is an important concept to industry. Enterprises are increasingly implementing packaged ERP systems. A recent study confirmed that over 90% of the 500 largest Danish enterprises have adopted one or more ERP system. Further, the study found the systems to be of an average age of 2.8 years and decreasing (Møller, 2005a). ERP is a standardized software package designed to integrate the internal value chain of an enterprise (Klaus, Rosemann, & Gable, 2000). In 2002, the five major ERP vendors were: (i) SAP; (ii) Oracle; (iii) Peoplesoft; (iv) SAGE; and (v) Microsoft Business Solutions. They controled almost 50% of the ERP market (c.f. Table 1) and consequently the corporate infrastructure is dominated by the design of these systems and the vendors. By 2006, the market is consolidated and many of the smaller vendors have been merged with larger vendors. Oracle acquired PeopleSoft and JD Edwards and the global market seems to be dominated by SAP, Oracle and Microsoft. According to Nah (2002) the American Production and Inventory Control Society (APICS) defines ERP as: “a method for the effective planning and controlling of all the resources needed to take, make, ship and account for customer orders in a manufacturing, distribution or service company.” This definition expresses ERP as a tool but ERP is also a management vision and an agency of change and ERP has been attributed to almost any good or bad that IT may bring about in business. In the late 1990s, the ERP hype was primarily motivated by companies rushing to prepare for Y2K (Calloway, 2000). Then, after a short recession the adoption of ERP has continued. Davenport’s sequel on enterprise systems (Davenport, 1998, 2000; Davenport & Brooks, 2004) illustrates the changing business perspective on ERP and the ERP hype. Davenport (1998) sums up the first wave of experiences from implementing ERP systems in a much cited paper on “putting the enterprise system into the enterprise,” and points to the new potential business impact of the ERP systems. The discussion evolved over the first enthusiastic expectations, continued over a growing number of horror stories about failed or out-of-control projects, toward a renewed hype of expectations on e-business and SCM. The ERP II concept is the software industry’s perception of the new business challenges and the vision addresses the issues of e-business integration in the supply chain. ERP II is the next-generation ERP concept and in a few years from now the ERP II vision is going to be institutionalized into the infrastructure of most enterprises. This article will portray the conceptual framework of ERP II.
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Powell, Daryl. "Integration of MRP Logic and Kanban Shopfloor Control." In Handbook of Research on Design and Management of Lean Production Systems, 188–205. IGI Global, 2014. http://dx.doi.org/10.4018/978-1-4666-5039-8.ch010.

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In the 1960s and 1970s, two major thinkers were actively changing the face of manufacturing for decades to come – In the West it was Joe Orlicky with the creation of his MRP concept, whilst to the East it was Taiichi Ohno and the development of Kanban. However, since the two approaches were independently developed for managing production and inventory control, both are often mistaken as mutually exclusive. This chapter addresses the developments in both fields, and through considering the shortcomings of each of the approaches, suggests how MRP logic and Kanban can be combined and integrated to enable a more effective, “hybrid” production and inventory management system that exploits the advantages of each of the techniques. A framework is presented for the integration of MRP and Kanban, which gives details of the purpose of the master production schedule, documents the two primary roles of inventory management considerations, and explains how Kanban operates in such a system in order to eliminate non-value-adding activities and to simplify the production management task. An illustrative case study is also presented in order to give insight to the reader as to how such a “hybrid” system operates in practice, offering practical examples regarding how techniques such as production leveling (Heijunka), net-requirements planning, backflushing, and cost-accounting operate in an integrated MRP-Kanban system.
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Conference papers on the topic "Production control Inventory control Manufacturing resource planning"

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Pham, Hiep, Narumon Sriratanaviriyakul, and Mathews Nkhoma. "IT Investment in ABC Textile and Dyeing Asia Pacific Perspective." In InSITE 2015: Informing Science + IT Education Conferences: USA. Informing Science Institute, 2015. http://dx.doi.org/10.28945/2238.

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Quyen Le, Deputy Director at ABC Textile and Dyeing Joint Venture Company (JVC), returned from a meeting with an Enterprise Resource Planning (ERP) service provider. Quyen was wondering which options of ERP implementation would be best suited to gain staff support and pre-pared the company for long term development. ABC had undergone considerable growth in recent years. Having become one of leading manufacturers of denim fabric in Vietnam market, the company was now facing some organizational challenges. To cope with pressing competition in local and overseas markets, ABC had needed to acquire internationally recognized certification for its quality control system and standardized manufacturing process. The company implemented a quality management process in order to achieve its goal of ISO9000:2008 certification. There was substantial additional paperwork to be handled with the new process. ABC currently used an outdated decentralized computing system in managing its denim manufacturing process. It was time-consuming and difficult to obtain timely and accurate production information—including material planning, production costing, machinery inventory, production reports—and difficult to share information among departments. Furthermore, over a hundred different reports for various stages of the denim manufacturing process were generated and handled by several departments. Lacking the technical knowledge to deal with complex technological context, Quyen considered outsourcing the implementation of an ERP system to ease the documentation tasks required by the ISO 9000:2008, and to manage more effectively the denim manufacturing and to streamline the reporting system. Facing concerns and criticisms from staff during the implementation of the ISO 9000:2008 quality management process due to its complex, time-consuming documentation requirement and added workload with no immediate benefits, Quyen was facing a tough decision whether to move forward with implementing an ERP system that promised another tough challenge to get the sup-port from staff and required necessary organizational changes to create business value from the information technology (IT) investment. ABC Textile and Dyeing JVC (ABC) was part of a textile industry that represented an important component of the global and local economies.
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Halgeri, Pritish, Z. J. Pei, Karthik S. Iyer, Kendal Bishop, and Ahmad Shehadeh. "ERP Systems Supporting Lean Manufacturing: A Literature Review." In ASME 2008 International Manufacturing Science and Engineering Conference collocated with the 3rd JSME/ASME International Conference on Materials and Processing. ASMEDC, 2008. http://dx.doi.org/10.1115/msec_icmp2008-72542.

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ERP (Enterprise Resource Planning) and Lean manufacturing are two production control methodologies. ERP systems were once considered as hindrance to Lean manufacturing efforts. The explosive growth of e-business is forcing many companies to revisit where they stand in relation to these two methodologies. Vendors of ERP systems begin to recognize the power and advantages of Lean manufacturing and then explore ways to build Lean-related features into their ERP systems. The main objective of this paper is to answer the question “Can ERP and Lean co-exist?” To accomplish this, the paper first discusses the misconception about ERP and Lean and then summarizes the differences between the two methodologies that led to the misconception. The paper discusses the importance of linking ERP and Lean methods and summarizes some of the key Lean toolsets that are offered in some ERP systems. From a list of ERP vendors offering Lean enabled modules three vendors are discussed in details. They are Oracle, TTW WinMan and Pelion systems.
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Venkatesh, S., R. Morihara, J. Michaloski, and F. Proctor. "Closed Loop CNC Manufacturing: Connecting the CNC to the Enterprise." In ASME 2007 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. ASMEDC, 2007. http://dx.doi.org/10.1115/detc2007-35760.

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Closed Loop manufacturing describes the use of feedback from a Computer Numerical Control (CNC) to the Enterprise Resource Planning (ERP) to help in business operations. Although conceptually simple, many obstacles make CNC-ERP connectivity difficult — incompatibilities of various generations of systems supplied by multiple vendors, differing personnel mindsets and objectives, and outright complexity of ERP. A long journey starts with a single step, and this paper describes a successful pilot project that detected scrap on a CNC during production of the Boeing 737 Leading Edge panels and then automatically entered a scrap reorder into the ERP Supply Chain Management (SCM) Reorder System. The pilot leveraged three major technologies, including open-architecture CNC, OLE for Process Control (OPC) integration technology, and supply chain Web Services. Overall, the pilot project successfully established that integration of CNC into SCM can be straightforward as we automated 90% of one manual step within the scrap Supply Chain Reorder process to impart a leaner manufacturing operation.
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Kimita, Koji, Johannes Matschewsky, and Tomohiko Sakao. "A Practical Approach for Managing Uncertainty in Remanufacturing: Identifying Leverage Points Using Design Structure Matrix." In ASME 2020 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. American Society of Mechanical Engineers, 2020. http://dx.doi.org/10.1115/detc2020-22239.

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Abstract Remanufacturing is a crucial component for our societies to move toward a circular economy. Compared to new manufacturing, the distinctive nature of remanufacturing is found to have high variability, high uncertainty and, thereby, complexity. Therefore, remanufacturers need to enhance their ability to adjust their systems flexibly. Especially, the ability to reconfigure the production planning and control is crucial for reacting to the high variability and uncertainty. However, few practical methods to do that are available so far. Therefore, to solve this problem, this paper aims to propose a method for designing processes of production planning and control in remanufacturing based on the concept of loosely coupled systems. In the proposed method, Design Structure Matrix (DSM) is applied to identify loosely coupled subsystems that enable to localize impacts of changes within themselves. These subsystems are also utilized to appropriately determine leverage points, as well as allocate human resource. Through the application to a real case of remanufacturing, the proposed method was found to be effective for reconfiguring teams and processes for production planning and control depending on given uncertainties, as well as performing production planning and control activities efficiently.
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