'tudent name( Chandan 'ingh )eg no( *+111,-./ 'ub2ect code( "&,,.

Course( "%A 0C code( ,.1,1 'ub2ect name( nterprise )esource 3lanning

Q1. A. Consider two organizational environment in which one of the organization is having no or little communication between departments and the other organization where all the departments know what the others are doing. Now which environment is considered to be better and why? b. !plain integrated "anagement of integration. Ans #A$. In the traditional approach, the organization is divided into different units based on the functions they perform and Enterprise consists of the manufacturing or production department, the production planning department, the purchasing department, the sales and distribution department, the finance department, the R&D department, and so on. Each of these departments is compartmentalized and has its own goals and objectives, which from their point of view are in line with the organization s objectives. Each of these departments has their own methods of data collection and analysis, and functions in isolation. !arious departments create or generate information that, in most cases, are available only to the top management "that too as summary reports# and not to the other departments. $he result is that instead of ta%ing the organization towards the common goal, the various departments end up pulling it in different directions. $his is because no department has a clear idea of what other departments status was, and obtaining this information was difficult. &lso, sometimes the objectives of each department may be conflicting. 'or e(ample, the sales and mar%eting people want more product variety to satisfy the varying needs of the customers. )ut the production department wants to limit the product variety to cut down production costs. *o unless all the departments %now what the others are doing and for what purpose, these %inds of conflicts arise, thus disrupting the normal functioning of the organization. )ut when you loo% from enterprise point view, the entire organization is considered as a system and all the departments are its subsystems. $he information about all the aspects of the organization is stored centrally and is available to all departments. $his transparency in information access ensures that all departments wor% in cooperation which each other and no longer wor% in isolation pursuing their own independent goals. Each department %nows what the others are doing, why they are doing it, and what should be done to move the company towards achieving that goal. $he ER+ system helps in achieving this tas% by integrating the information systems, enabling smooth and seamless flow of information across departmental barriers, automating business process and functions, and thus, helping the organization to wor%, and move forward as a single entity. Ans #%$. &ntegrated "anagement of &nformation, &n information system is an open, and a purposive system that produces information using the -input,process, output- cycle. .ou can list the three basic elements of information system as people, procedures, and data. +eople follow the procedures to manipulate data to produce information. $he definition of information systems has undergone a slight change in today s computerized world. $oday, an information system is an organized

combination of people, hardware, software, communication networ%s, and data resources that collect, collate, transform, and disseminate in an organization. /anagement Information *ystems "/I*#, also called information,reporting systems, were the original type of management support systems, and they still are a major category of information systems. )ut the problem with these information systems is that they operate at a departmental level, and they only give information that has been pre,defined. $his method of information gathering has two major disadvantages. 'irst, people in one department do not have any information about what is happening in the other departments. /ay be at the top management level the summary reports are being circulated to other departments, but these summary reports often fail in capturing the real picture. $he second drawbac% is that these systems give only the information that was designed to produce at the time they were built. *uppose a manager wants some information which is not in the reports, then these systems are of no help. In today s competitive business environment information is one of the %ey resource, the %ey resource of every organization. If the organization does not have an efficient and effective mechanism that enables it to give the decision,ma%ers the right information at the right time, then the chances of that organization succeeding in the ne(t millennium are very remote. *o, what is needed is a system that treats the organization as a single entity, and caters to the information needs of the whole organization. If this is possible, and if the information that is generated is accurate, timely, and relevant, then these systems will go a long way in helping the organization in realizing its goals. Q/. &dentify the type of system used by earlier payroll system and current system and define them. 4hat are the main differences between the two systems? !plain the various characteristics of "&'. Ans. "anagement &nformation 'ystems #"&'$, In the past, most payroll systems were data processing systems that did little more than process time sheets, print payroll chec%s, and %eep totals of annual wages and deductions. /ost other departmental information systems did the same data processing and never monitored the actual process of the departments. $he data processing systems evolved into management information systems, as managers began to demand more and better information about the wor%ing of the organization,. 'or e(ample, a human resource /I* system is capable of predicating the average number of wor%er sic% days, the amount that must be given as bonus, the overtime allowances, and so on. 5he ma2or differences between a "anagement &nformation 'ystem #"&'$ and 6ata 3rocessing 'ystem #63'$ are( 0hen compared to D+*, the integrated database of the /I* enables greater fle(ibility in meeting the information needs of the management. $he /I* integrates the information flow between functional areas li%e accounting, mar%eting, manufacturing, and so on, whereas, data processing systems tend to support a single functional area. /I* caters to the information needs of all levels of management whereas data processing systems focus on departmental,level support. /anagement-s information needs are supported on a timelier basis with the /I* "with its on,line 1uery capability# than with a data processing system. 5he main characteristics of the "&' are the ability to( *upport the data processing operation of transaction handling and record %eeping.

 *upport a variety of functional areas in an organization using integrated database. +rovide operational, tactical,, and strategic levels of the organization, but does not provide ad,hoc 1uery facility for most part of the structured information. Q.. 4hat are the key selection criteria for )3 software? Ans. )3 'oftware 'election Criteria, 0hen reviewing potential software suppliers, you tend to focus only on the potential product s functionality and cost. &lthough these elements are important, this methodology neglects other areas of importance. & supplier s ability to deliver product services goes well beyond price and feature options. $he %ey selection criteria include ma%ing few 1uestions. *uch 1uestions help you simplify ma%ing an ER+ software purchase decision. *ome of the 1uestions include2 7or 3roduct 7unctionality 3 Does this pac%age meet the overall re1uirements listing4 3 Is the menu structure easy to follow and understand4 3 &re the help files easily assessable and easy for users to understand4 3 5an you customise help to meet the needs of the organisation4 3 Is the product too comple(4 3 &re there standard reports available, and are they useful4 7or 3roduct Cost 3 &re the license costs justified given the functionality offering4 3 Is the re1uired database affordable4 3 &re annual maintenance charges reasonable and in line with the industry average4 3 &re payments for annual maintenance charges in line with industry norms4 3 6ow 1uic%ly can paybac% be received4 7or Corporate 8ision 3 0hat major organisational changes has the supplier made in recent years4 3 0hat major product changes have occurred in recent years4 3 0hat level of involvement does the e(ecutive staff have in the company s daily operations4 Is the e(ecutive staff %nowledgeable of industry trends and developing technology4 7or 'ervice and 'upport 3 0as the team comfortable with the sales process and representative4 3 0ere the team s 1uestions answered in an open and honest forum4 3 5an the supplier provide a complete turn,%ey solution4 3 0hat type of training is available4 3 6ow 1uic%ly are the non,critical software bugs fi(ed4 3 Is 789: support available4 3 Does the supplier have e(perience in similar industries4 7or 5echnology and 'ystem Architecture 3 Is the system s speed acceptable for daily usage4 3 Is source code provided for customizations or modifications without hefty charges4 3 Do customizations hamper upgrading to future software releases4 3 Is the software ;pen Database 5onnectivity ";D)5# compliant4 7or 'upplier 0ongevity 3 6ow many years has the company been actively engaged in this software industry4 3 6as the company been consistently profitable4 3 6as there been recent turnover in the management staff4 3 6as the supplier increased or reduced overall headcount over the last year4

Q1. a. 0ist the ma2or subsystems of manufacturing and production planning module. b. !plain the various modules in detail with e!ample. Ans #A$. 0ist the ma2or subsystems of manufacturing and production planning module, /aterial and 5apacity +lanning *hop 'loor 5ontrol <uality /anagement =I$9Repetitive /anufacturing 5ost /anagement Engineering Data /anagement Engineering 5hange 5ontrol 5onfiguration /anagement *erialization 9 >ot 5ontrol $ooling Ans #%$. "aterial and Capacity 3lanning, $oday-s customer,focused business environment ma%es it more critical than ever for manufacturers to have an effective production plan for managing material and capacity. 5ustomers want accurate shipment dates. *ometime to the hour,even when there are schedule and product changes. $he +lanning systems of ER+ pac%ages are designed to provide the responsiveness your company needs to meet those customer re1uirements. 0ith these systems, the management can simulate alternative plans? gaining the information they need to determine which parts and assemblies to ma%e, which to buy, and when to manufacture or purchase. 'hop 7loor Control, 0ith increasing emphasis being placed upon reducing manufacturing time, and reduce product s time,to,mar%et. $he manufacturers have turned greater attention in evaluating their shop floor activities. +rocess reengineering efforts and the elimination of waste are greatly dependent upon powerful, user, friendly and fle(ible shop floor planning, and control over this system. /anagement needs accurate information, timely and the ability to manage the shop floor by e(ception. 5ost information must be fle(ible as well. 'actories are being realigned to reduce material travel time through a facility, adding burden upon the supporting systems due to realignment of places. /anagers must often e(periment with trial and error approach, the never,ending search for process improvement. *hop floor control systems must be fle(ible and adaptable to changing needs. Quality "anagement, 0ith product 1uality under the microscope in all industries today, every company strives for superior 1uality in its products and services. &ll manufacturing modules trac% 1uality control activities across the enterprise, from intermediate producers to finished goods. $hese systems allow a wide variety of characteristics and parameters to be specified in test and inspection operations. $hey also maintain an e(tensive history of data, to improve product 1uality and identify recurring problems. 9&5:)epetitive "anufacturing, $he past decade has seen a surge of interest in the adaptation of =ust,in,$ime "=I$# manufacturing techni1ues. /any companies have embraced the concepts of waste elimination, product factory layout, manufacturing

cells, and @anban signaling. )ut, many implementations have struggled due to lac% of software tools to effectively support the transition. /any systems, not only provide high volume repetitive manufacturing functionality, but also provide for the transition to rate,based production. $his allows the use of repetitive scheduling, even for products that are not based on rate. $his allows a production facility to, shift products from discrete manufacture into a =I$9 Repetitive focus. 'or e(ample, when the demand pattern for an item begins to stabilize and shows a repeatable9predictable pattern, then a production schedule can be initiated even though the item may not be designated as rate,based. ;ver time, as the item-s demand pattern grows, the item can be switched to full rate,based production scheduling. Cost "anagement, 0ith mar%et competition increasing the pressure on margins, a business needs accurate and detailed manufacturing cost reporting for effective business management. ER+ pac%ages provide e(tensive cost information at several levels that helps businesses identify cost drivers and reduce product costs. $hey support multiple inventory valuation methods, so that you can choose the costing method that best reflects your company-s business. .ou can choose standard, >I'; ">ast in 'irst ;ut#, 'I'; "'irst in 'irst ;ut#, moving average unit, or lot costing method and these costing methods can be assigned by item. $o reduce administrative overhead, prevent input errors, and provide faster and more accurate information for planning, these systems provide detailed records of time and materials data on the shop floor. 'or e(ample, many systems have features that let your company compare, estimates and production costs for different wor% centers, machines, employees, and order 1uantities while monitoring overtime, indirect hours, subcontracted jobs, and other costs. /oreover, to provide even more accurate production and inventory planning, these systems can trac% material usage for each job. &nd, if the activity is associated with a project, project information is automatically updated. /any vendors also support &ctivity )ased 5osting "&)5# with activity, visibility by cost object as well as costs for user,defined groupings, such as departments. $here will be provisions that allow employees to report non production activities such as maintenance, holidays, and illnesses. /anufacturing system provides e(tensive information about production costs at several levels that gives you the visibility that you need to identify cost drivers and reduce product costs. ngineering 6ata "anagement, $he first step to shorter product development cycles is increased efficiency in design and development activities. Engineering Data /anagement is designed to help your organization to trim data transfer time, reduce errors, and increase design productivity. $he Engineering Data /anagement achieves this by providing an automated lin%, between engineering and production information. /ost pac%ages allow a smooth integration, with popular 5omputer &ided Design "5&D# pac%ages, to simplify the e(change of information about drawings, items, )ill of /aterials and routings. ngineering Change Control, )y using Engineering 5hange 5ontrol, businesses can gain effective control over engineering change orders. .our company can define the authorization steps for approving and implementing an Engineering 5hange ;rder. 0hen these steps are completed, the system automatically implements the change in the production database. Configuration "anagement,$he 5onfiguration /anagement dramatically reduces order cycle time. $his is achieved by eliminating the lengthy engineering review, typically associated with determining feasibility and the costs associated with the configured end item. $his reduction is achieved by, creating a fle(ible user,defined %nowledge base that is accessed by a powerful analytic engine.

'erialization:0ot Control, /any systems will provide the facility for the designation of raw material lots and the serialization of component parts made from those lots. $his serialization is applicable to commercial aviation, defense industry suppliers, and capital e1uipment manufacturers, who provide service over the life of their products on an individual unit by unit basis. E(amples include heavy machinery, off road e1uipment, and highway tractor9trailers. /anufacturers, who use lot control often, must allocate production prior to its completion. 5ooling, 'or many manufacturers, ensuring that proper tooling is available is just a critical to production schedules, as the availability of material. $he ER+ system e(tends capacity and inventory management to include these valuable resources. $hese systems help to ensure that tools and materials are together at scheduled operations, by storing tools in inventory, planning, and allocating the re1uired tools as part of the production order. $hey always provide visibility of tool use. 5alculate the remaining useful life of a tool and automatically route tools for maintenance, based on usage. Q*. !plain the relation between output variety and the type of manufacturing process with a neat diagram. Ans.

&bove figure shows the relation between the output variety "degree of customization# and the type of manufacturing operation. &s you can see from the graph, the output variety is highest when the company is operation in the ma%e,to,order mode as the companies can serve each and every individual customer in the way he9she wants. 6owever, since the cycle time will be more the cost of the product also will increase. In the case of an /$* company, the products are already made and %ept in the inventory for the customer to pic% up. 6ere the customer will not get any individual attention or customization. 6e can buy what is available with the company. $his model, ma%e use of traditional bill of material model with parent and component relationships. Rules and calculations then ensure that the final configuration can be built by defining the way to build it and also establish a selling price. $he fle(ibility of establishing this 5$; model is clearly an important aspect of selecting the best configuration software for your business. 'ew functional areas are free from the impact of transitioning to a new way of entering sales orders. $hey automatically generate new part numbers, bills and routings? for building and shipping products? and record the financial results of doing business. Input from sales and mar%eting, manufacturing, product data management, and finance is re1uired to develop a 5$; model that supports the integrated environment. It is important to understand how the configuration generates the AappropriateA bill of material and routing because they are at the core of the planning process. $ypically, a 5$; model represents a translation of product engineering rules that define relationships among product options, materials and manufacturing processes. /ultiple

models 5$; differentiate different sets of valid relationships and re1uired processes. $he 5$; model provides valid options within a model, and applies rules or calculations based on selections. 'or e(ample, a 5$; model of a +ersonal 5omputer "+5# would have a set of component options such as case styles, 5+Bs "CC or DEE /6z#, hard drives "F7E/) or D.7G)#, and monitors "!G& or *!G&#. *tructured under the options would be the real item part numbers. $his is very use full for identification and verification process during manufacturing and 1uality control. Q;. 6escribe in detail the workflow of <)" that deploys )3 systems with a neat diagram. Ans. 4orkflow of )3 <)", wor%flow of 6R/ that deploys ER+ systems can be understood by analysing the various sub modules under 6R module that ER+ offers. 3ersonnel "anagement( +ersonnel management module encompasses various software components. $his module deals with responsibilities of human resources 1uic%ly, precisely and proficiently. $hese components are also used as stand,alone systems being a part of the ER+ solution which is company wide. 3ersonnel Administration( Earlier data was very specific to the concerned departments of an organization. 6owever, information is now no longer specific to departments, but it is widely shared by various units across an organization. $his reduces the possibility of duplicate entries, and protects the information from errors and improves data accuracy. mployee "aster 6ata( $his module maintains a database which is centralized for processing employee information. It encompasses various tools for transactions. It also facilitates storing of re1uired information of employees. It also provides graphical information such as standard as well as custom defined charts and employee data of the organization. )ecruitment "anagement( $his module facilitate in recruiting the right candidates with s%ills re1uired, to meet the organization re1uirements. Recruiting process should also ensure that the process is cost effective and less time consuming. $his process is achieved by ma%ing the entire process of recruitment automatic and instantaneous. 5ravel "anagement( $his module facilitates the process of maintaining the operating cost readily .It supports multiple currencies and formats. $ravel management %eeps trac% of the process from start to finish. It %eeps trac% of the process right from the point when the re1uest was made to the point when it is posted to the accounting sections. $he information regarding travel plans are re1uired to be registered by the person traveling, or by the concerned department of an organization. 0hen an employee raises a re1uest, the system automatically generates a wor%flow that reduces the burden of the administrator. %enefits Administration( $he module allows adding any new programs at any time using a hierarchical structure. It facilitates fle(ibility to manage various types of benefits and plans for employees of an organization. )ased on the demographics of an employee various benefits groups can be established. 'alary Administration( $he module %eeps trac% of the employees date of join, and calculates the pay based on the company s norms and policies. It %eeps trac% of the employees performance and decides the appraisal of the employee. It %eeps trac% of the account security of the employee, and performs a salary review process.

 =rganizational "anagement( $his module describes the design structure and hierarchy of an organization and employee schedules along with their job roles. $his module familiarizes employees of any changes in the structure of the organization such as new additions, updates or any changes in employee positions. 3ayroll Accounting( $his module describes any legal issues of the organization, attendance management re1uired for calculating the pay. $he module maintains a master file that encompasses information of all the employees of the organization. It supports various versions of payroll accounting, multiple languages and multiple currency formats. 5ime "anagement( $his module %eeps trac% of the wor%ing hours of employees of an organization. $ime management module is responsible for fi(ing shifts to employees, %eeping trac% of number of leaves available and number of leaves availed. $his module manages schedules of responsibilities efficiently by automating the process. 'hift 3lanning( $his module facilitates planning and fi(ing shifts for employees. $he module ta%es the decision by %eeping various constraints under consideration such as leave ta%en or employee re1uests for time off. $he major benefits that shift planning provide is that it allows assigning an employee to other unit of an organization on a temporary basis when re1uire. 3ersonnel 6evelopment( $his module allows recruiting suitable candidates for the vacant positions. $he module encompasses various advanced tools to automate the process of recruiting the right candidates instantly. 5raining and vent "anagement( $his module %eeps trac% of planning, managing and analysing seminars, various courses, and other events related to training. $he module maintains a database comprising of complete information of procedures and schedules. $raining and event management module also decides appraisals for training instructors, and trainees. 6uman Resource +lanning Recruitm ent Employe es $raining

Employe es *elf *ervice

&ppraisal

$ravel

;ver +lan

>eave

*hift +lan

Disciplin e

5laims 'R/

&ttendan ce +ayroll

/R+

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