Manufacturing resource planning

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Manufacturing Resource Planning (or MRP2) - Around 1980, over-frequent changes in sales forecasts, entailing continual readjustments in production, as well as the unsuitability of the parameters fixed by the system, led MRP (Material Requirement Planning) to evolve into a new concept : Manufacturing Resource Planning (e.g. MRP 2) [1]

Manufacturing resource planning (MRP II) is defined as a method for the effective planning of all resources of a manufacturing company. Ideally, it addresses operational planning in units, financial planning, and has a simulation capability to answer "what-if" questions and extension of closed-loop MRP.

This is not exclusively a software function, but a marriage of people skills, dedication to data base accuracy, and computer resources. It is a total company management concept for using human resources more productively.
Contents
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1 Key functions and features 2 Industry specifics 3 MRP and MRPII: History and evolution 4 MRP and MRPII: General concepts 5 Manufacturing Management Software 6 Benefits 7 Criticism 8 References 9 See also

[edit]Key

functions and features

MRP II is not a proprietary software system and can thus take many forms. It is almost impossible to visualize an MRP II system that does not use a computer, but an MRP II system can be based on either purchased licensed or in-house software. Almost every MRP II system is modular in construction. Characteristic basic modules in an MRP II system are:

Master production schedule (MPS) Item master data (technical data) Bill of materials (BOM) (technical data) Production resources data (manufacturing technical data) Inventories and orders (inventory control) Purchasing management Material requirements planning (MRP) Shop floor control (SFC) Capacity planning or capacity requirements planning (CRP) Standard costing (cost control) Cost reporting / management (cost control)

together with auxiliary systems such as:

Business planning Lot traceability Contract management Tool management. Engineering change control Configuration management

Marshfield, WI - June 26, 2012 - ESE, Inc., the Engineering Solutions Experts, announced today that it has named John Tertin as Director of Manufacturing Information Systems (MIS). The addition of the position is a key step forward in ESE's strategic growth plan as they continue to see increasing demand for business intelligence solutions in their client base. Tertin will create and oversee a department dedicated to delivering MIS solutions designed to collect and present volumes of real-time production information at high speeds - which managers need in order to plan direct operations within the company. Most of what manufacturers need to know about their production operations is available but buried within their manufacturing data. Achieving operational excellence requires them to collect, archive and distribute vast amounts of this data from across their operations as quickly and concise as possible, allowing them to solve the challenges that plague their planning, scheduling, and execution operations. ESE's powerful reporting, analysis and trending tools integrate with food and beverage manufacturers' process control systems and human-machine interface (HMI) software, enabling them to collect, report and share information across their enterprise using a standard web browser. One of Tertin's first projects will be to oversee the development and implementation of a paperless manufacturing reporting system for a large dairy producer. "Much like automation has morphed over the years from switches and relays to automatic controls, ESE foresees an evolution in the world of automation that will encompass more data-based decision making. With the creation of our MIS department, we are poised to help our customers reap the benefits of being more effective in their decision making, and ultimately in their manufacturing processes," states Tom Walther, President of ESE, Inc. About ESE ESE has been at the forefront of designing and commissioning innovative plant automation systems for food and beverage applications since 1981. ESE tightly integrates leading-edge analytical instruments with best-in-class control systems and sophisticated software resulting in improved plant utilization, increased yields, better product quality, and faster delivery. The cornerstone of ESE's instrumentation line is the family of Q5 Near Infrared Analyzers- designed for lab, in-line and at-line environments. In use at major production facilities across the country, Q5 analyzers provide fast and accurate analysis of liquids, solids, slurries, and powders. ESE is a stable, growing company whose committed employee-owners contribute their ideas and skills to influence and share in the success of our company and our customers. For more information visit us on the web at www.ese1.com.

ESE, Inc. Appoints Director of Manufacturing Information Systems (MIS)

nufacturing plant control encompasses many tactical and operational functions that address several types of manufacturing-related operations.
By Jean Vieille
These functions range from the receipt of raw material to the shipping of finished goods, from production itself to equipment maintenance, through inventory movements and material quality tests, and from customer order lines to work dispatching. Thats not to mention the control of manufacturing operations themselves. These functions fall under different responsibilities, though they must operate collaboratively under effective business management directions.

The role of information in a manufacturing company is summarized in the illustration. Consider the three main flows crossing an enterprise systemmaterial, money and information. It is easy to understand the specific importance of this information. Material flow constrains money flow, that is, no payment until delivery. Information flow constraints material flow, that is, there is no delivery until shipment documentation is issued. Information flow constrains money flow, because there is no payment until an invoice is issued.
A manufacturing information system is therefore an enabler to reaching higher levels of financial performance. Conversely, a poorly designed and tuned information system definitely hurts the plants ability to serve the companys goal of sustaining and increasing profits. Invisible infrastructure

Todays ideal information systems are flexible, invisible information infrastructures that constantly adapt themselves to the actual resources, products, business and decision processes of the enterprise. They are no longer a constraint to developing a differentiating, winning strategy. Attaining the ideal information system implies reaching the highest level of maturity in development and maintenance, minimizing the effort needed to:
add, cancel, extend or improve existing capabilities in real time capture existing constraints impacting the bottom line as user requirements implement and support continuously improving manufacturing and business processes, and benefit from the technology as it is available, when and where appropriate. The American National Standards Institute/Instrumentation, Systems and Automation Society ANSI/ISA88 and ISA-95 standards provide a set of models considered as best engineering practices for industrial information systems in charge of manufacturing execution. ISA-88 describes functional and informational aspects of physical and chemical transformation processes and tasks. ISA-95 describes functional and informational aspects of operation management processes and tasks. The role of manufacturing information systems is to support manufacturing operations. It does this in several ways. First, it provides relevant and timely information for decision making at different levels of the company hierarchy. It also automates and secures the sequencing of manufacturing and business processes. Supporting enterprise strategies, not constraining them in any way, is the last task of information systems. These points must be kept in mind when defining the requirements for such a system, but that doesnt help much when it comes to laying them down, exploring the areas where the information system can help or must act in a way that is understandable, sustainable for the long run, and aligned with the systems actual implementation. The goal is to align the whole system definition, from the strategic objectives to the actual implementation of software modules or applications, in a dynamic perspective. Successful MIS projects positively impact the companys bottom line if they support its strategy instead of entangling it. This implies a breakthrough approach for setting up the indispensable flexible design: Top-down, looped global life-cycle (able to work bottom up) Master project providing resources for actual instance projects Split between functional and technical core system Shared resource model Pragmatic development through actual or pilot instance projects Extensive capture of the user needs through highly structured framework

Implicit to Explicit Knowledge conversion and management supporting a continuous improvement process. The ISA-88 and ISA-95 standards offer a common vision, terminology and framework for addressing the entire manufacturing system support.