A STUDY OF

MANAGEMENT INFORMATION
SYSTEM OF
UNDER THE GUIDANCE OF DR.
RAHUL
SUBMITTEDDE
BY
1

ABHIJIT DALAI | ANKAN DEY | APRAJITA VERMA | MANISH

KUMAR | NIKHIL YADAV

Prologue
Avik Dey, a first year student of IIM
Bangalore got the opportunity to learn
about Management Information Systems
and its implications in various industries
during the course of learnings in first
year. He was working with JSW Steel as
an Assistant Manager in the Department
of Technology Excellence for 3.5 years
before joining IIMB. Coming from the
manufacturing
industry
himself,
it
excited him to analyze the impact of
bringing
Management
Information
Having been a part of JSW Steel, he was
certain that there are many loopholes in
the production process, starting from the
time the order is placed till the delivery
time that can be corrected by using
comprehensive and integrated systems like
Manufacturing Execution System. He finally
decided to contact the senior level
employees of JSW to understand the
It was then that he realized that there
exists limited data due to lack of
documentation in Indian steel industry. He
was also guided to refer to some papers
on MES in manufacturing sector as well as
to understand the implementation by
other multinational firms and come up
with an exhaustive assessment of MES
2

The Indian Steel

Industry

The Indian iron & steel industry is century old, with Tata Steels Jamshedpur
plant being the first integrated steel plant set up in 1907. With the current
growth in infrastructure development and rising demand of automobiles,
Indian steel industry is expected to reach 104 MT by 2017, which will make
India the second-largest steel producer in the world with top 3 players as RINL
(GOI undertaking company), Tata Steel and JSW steel.

Figure 1a: Real

consumption of steel (in

Figure 1b: Steel exports

and imports (in million

The growth of the steel industry in India is supported by abundant availability

of the raw material and cost-effective labor. But with the growth in demand
and cheap imports, India has been increasingly importing the steel which
might hurt Indian economy, as the steel sector contributes nearly 2% to the
GDP. Now, to keep pace with the increasing demand and compete with the
global players, Indian steel industry needs to make the domestic production
process highly cost-efficient from end to end.
Government is also planning to scale up the production in the country to 300
MT by 2025 from 81 MT in 2013-14. The Ministry of Steel is also planning to
set up an industry driven Steel Research and Technology Mission of India.
Companies are trying to accurately predict the demand and keep the track
on current level of production. This can be achieved
by bringing in modern
3

JSW Steel Ltd.

Facing Challenge from Global
Players

JSW Steel Ltd is one of the lowest cost and worlds sixth most competitive steel
maker as per the World Steel Dynamics World-Class Steelmaker Rankings,
2015. Supported by the state-of-the-art technologies, JSW Steel boasts of an
installed capacity of 14.3 MTPA with an integrated steel manufacturing facilities
starting from raw material processing units to the end products such as hot
rolled and cold rolled mills with the widest product portfolio in India. Over the
last one decade, JSW Steel has grown across 100 countries and 5 continents.
But the supply glut in China has made things unfavorable for JSW by dumping
cheap steel into India. JSW steel Ltd. reported consolidated net loss of INR
913.20 crore as compared to net profit of INR 1,734.19 crore in the
corresponding period of the previous year. Its consolidated revenue for the
period stood at INR 31,181.36 crore, registering decline of 22.76% YoY. Though
Indian steel companies have modernized with time but have not yet fully
exploited the potential of information technology in making the entire value
chain efficient, unlike China where government itself has realized the
importance of Advanced Management Information System (MIS) and is
supporting the steel players.

Management Information
Systems

A MIS (Management Information System) is a system that enables the

provision of information required for the management of an organization
effectively. It consists of a structured system of collection, processing, storage
and dispersal of data in the shape of useful information. These systems can
include software that enable effective decision making, operations on data by
the use of databases, the hardware resources, decision support systems,
project and people management applications and all other computerized
processes that enhance the efficiency of a department. Broadly, it is a
documented repository of the planned and executed activities in an
organization.

Management Information
Systems
Overviews & Trends

In recent years most industrial sectors have realized that if you are at the
lower end of technology, you may miss out on some of the key benefits it can
provide. According to the latest forecast by Gartner Inc. the worldwide
spending on IT will reach $3.5 trillion in 2015. From Exhibit 1, the global trends
in the expenditure can be seen. A 5.5 percent decline from 2014, is attributed
to the decline to the rising U.S. dollar and the market is projected to grow at
4
2.5 percent in constant-currency
terms. A glimpse of the relative expenditure
of different sectors on IT can be seen in Exhibit 2. The data for the Indian
industries can be seen in Exhibit 3.

Need of MIS in the Steel Sector

Steel industry, which forms a part of the manufacturing sector in India, is one
of the industries where the focus on MIS has been relatively low. Here, the
major expenditure on IT has contributed to the Research, Development and
Technology (RD&T) department to provide metal solutions. Witnessing a new
era of development from 2008 with an increase in demand, the trend is now
shifting. The steel manufacturers are now facing competitive challenges such
as - reduction in time-to-market, increase in the visibility of the manufacturing
process and flexibility of production, indispensable need of forecasting and
scheduling, reduction in rejects and downtime, high need of optimal quality
and overall production efficiency to compete with peers. Information
Technology can play a key role in the following areas in the Indian steel
industry:
Manufacturing Execution Systems (MES)
Holistic Metal Supply Chain Management including raw materials
Advanced Planning and Scheduling for production
Exhibit 4, demonstrates how IT can be leveraged in the steel industry value
chain. Companies today are feeling an impact of IT on the market and thus IT
needs to become an integral part of the overall strategy of these organizations.

Existing IT Infrastructure in
JSW Steel

The entire end-to-end IT division of JSW Steel is outsourced to its subsidiary

JSoft solutions.

According to Mr. K R Krishnakumar, CEO of JSoft Solutions, The

advantage due to years of experience in verticals such as steel, energy
and infrastructure puts Jsoft in a unique position to provide
differentiating solution for different core sector entities.

The proven past experience and skill-set in SAP and Oracle applications of JSoft
has helped in catering to the needs of different sub-departments of JSW Steel.
It has implemented a management information system for the JSW plant
operation in Bellary.

The documented repository of the planned and executed activities of different

departments was initially stored in JPOD. This is a customized solution
developed by JSoft which was used mostly for reporting operations data of
different production units and managing human resource across the
5
organization. This particular software had Java frontend and Oracle 11g

Figure 2: In the JSW Value chain, the units on the steel-making and further side are
mostly level-3, whereas those on the raw material extraction and handling side are

SAP ERP Suite

In JSW, there are eight different modules of SAP: Finance Accounting & Controlling (FICO), Sales &
Distribution (SD), Material management (MM), Plant maintenance (PM), Production planning (PP),
Project System (PS), Quality Management (QM) and Human Resource (HR).

SAP FICO module helps in storing the financial transactions data and in creating the profit and loss
6 module consists of sub-modules such as general
statement and balance sheet statements. This

SAP SD module deals with all the activities of sales and distribution such as
sales orders and sales returns, quotes and inquiries, scheduling agreements
and contracts, back orders and subsequent deliveries. The sub-modules
under this module are sales, sales support, shipping, billing, transportation
and credit management etc. SAP MM module supports different phases of
material management such as inventory, goods received, material storage
and procurement etc. Some of the sub-modules of this module are vender
valuation, statutory requirements and material planning. SAP QM module
deals with quality of both input and output products. The four primary
components of SAP QM module are inspection plan, quality notification,
quality inspection and reports. SAP PP module takes care of all the processes
related to production. Different sub-modules of SAP PP are capacity
requirement planning, long term planning, sales operation planning and data
management.

The plant maintenance module is the most important module out of all the
above modules. The PM application module supports planning, processing
and completion of the plant maintenance tasks. Apart from keeping track of
plant maintenance cost and resources, it also provides information to improve
decision making ability and concerns regarding plant maintenance. Some of
the key elements of PM application include: service management,
maintenance planning, and maintenance of bill of materials, plant
maintenance information system and processing of unplanned tasks.

While giving an in-depth view, the Deputy Manager of Plant

Maintenance at JSW said, The benefits of SAP PM Module has
resulted in increased machine life, decreased maintenance cost, better
product quality standards, improved resource utilization and plant
availability.

Output from SAP

There are two types of data that are obtained as an output from SAP i.e.,
master data and transaction data. Master data is the data that is relatively
stable whereas transaction data is relatively temporary. Some of the master
data covered in SAP are: functional location, bill of materials, task list, and
maintenance plan and work center. Some of the transaction data include
notification, maintenance order, revision number and purchase orders etc.

Limitations of SAP

Apart from that, SAP software poses a major disadvantage in terms of the
limited level of customization and implementation they allow. In many cases
the customization required is either not allowed or the software is too rigid
and too difficult to adapt to the unique workflow and business procedures.
Often, in the process of customization the system gets over-engineered while
pertaining to the actual needs of the customer.

MES as a Solution
ERP has been implemented across JSW Steel Ltd. for automating and
integrating the business processes through a common and unified data which
has resulted in significant increase in consistency, predictability and flexibility
of enterprise operations. However, there are certain business processes
which are still not covered under the SAP implementation as well as the
existing modules have some redundancy and limitations. Hence, the question
that needs to be answered is whether they can achieve seamless automation
of the shop floor. The answer lies in Manufacturing Execution System or MES.
While ERP covers many enterprise wide activities at the business level,
certain aspects like planning, scheduling, tracking, and optimization of
production at the shop level are not yet adequately addressed by the ERP
suite. The MES application can address the shop level issues on a real time
basis and supplement the events and processes across all levels.

Figure 3: MES Information

MES is a suite of software applications to automate some of the key

operational areas like planning & scheduling, performance monitoring, and
resource optimization, etc. MES is viewed as the missing bridge in the MES 8 (Figure 3). At a more technical level, MES is the
Information Architecture
formulation of shop level production procedures, knowledge, and experience,
captured in a computer-operable system. These formulations determine the
execution of the manufacturing processes synchronizing resource

MES is implemented between the layers of ERP at the top and the process
automation at the bottom. A visual framework on the position of MES at the
multi-tier automation hierarchy is illustrated below (Figure 4).

Figure 4: The multi-tier automation

Thus the successful implementation of MES, that forms the link between
Automation at base level and ERP at the firm wide level, will open up the
possibility of developing an Information Backbone of the manufacturing
enterprise. MES, linking all levels of business and production activities, holds
out the promise of full integration with complete visibility of processes and
resources in the form of inventory of materials, productivity and utilization of
the capital assets, status of customer orders etc. MES, when properly
conceived and implemented at the production environment involving the
shops and mills of a manufacturing plant contributes significantly in
improving the companys bottom-line by cutting costs,
avoiding wastages and
9
improving profit margin.

MES helped BSP achieve responsiveness to customers demands by

connecting the Shop floor production to Management Business Information. It
helped integrating the manufacturing operations of Steel Melting Shop -2
(Consisting LD Converters & Slab Bloom Continuous casters), Plate Mill and
Rail & Structural Mill.

Tata Steel
SAP ERP has helped Tata Steel in integrating business processes and
practices across the organization. It has also helped achieve a robust level of
optimization. An example is the practice of order balancing to plan the daily
production volume. Implementation of SAP ERP in human resources, finance,
sales, procurement and other support functions has been high. But, it lags
behind when it comes to the core operations where many bottlenecks, such
as that of data acquisition, exist. These shortcomings are faced mainly on the
shop floor and hinder smooth implementation of SAP.
A one-stop solution for these problems seems to be the implementation of
Manufacturing Execution System (MES), which would enable better
monitoring and control of manufacturing operations. MES is being
implemented on a pilot basis in the Kalinganagar plant of TATA Steel in
Odisha. The state-of-the-art plant is going to be commissioned soon, and a
high level of automation is the objective.
There has always been a debate over the costs and benefits of
implementation of any new technology in Tata Steel, be it SAP or something
as simple as a new reporting tool. The same is true for MES too, especially
when someone takes into account the large scale on which MES needs to be
implemented.
Mr. Shrijan Choudhary, Manager-IT of Tata Steel IT Services
division had similar views, The level of success of implementation in
the Kalinganagar plant will determine whether they would go ahead
with the same in the bigger Jamshedpur plant, where the challenge is
even tougher, owing to the fact that the plant was commissioned over
a 100 years ago - in 1907. Though most of the units have been
replaced with advanced ones since then, achieving a system in which
all units talk with each other is still an expensive and complicated
affair.
Nevertheless, it is clear that MES is the next step towards futures plants what is the right time to move towards MES is the question being debated on
today.
Though, domestic companies are still drifting towards the incorporation of
MES, the global steel and iron industry players are a step ahead with virtually
all leading Chinese iron and steel industry players having their own
customized MES in place. Also, as mentioned before ThyssenKrupp CSA, an
integrated steel plant in the Brazilian state of Rio de Janeiro, implemented a
manufacturing execution
10 system to improve cost insight as their slap
production cost was exceeding the fair market value.
Thus, it can be clearly said that MES helps in planning daily schedules in the

Benefits of Manufacturing Execution System

(MES)
MES achieves its stated benefits in a production environment. The major
benefits that it can provide are listed as follows:
MES provides material allocation, planning and scheduling tools which
work on the reporting of real-time data of various resources accurately.
In the case of a production and/or quality issue, MES also provides
dynamic re-scheduling capability.
A major benefit comes from the enhanced ability to utilize the
operational assets. This is achieved through monitoring and
optimization. By reducing the non-value adding activities and providing
real-time based status of assets and critical information with alarms on
the process of production, MES provides better visibility of production
as well as its supporting processes.
MES integrates all levels of functional hierarchy by linking production
planning, resource availability, inventory, manufacturing and functions
of dispatch. In a sense, it provides a plant wide database which acts as
an information backbone.
It is time that JSW Steel Ltd. start evaluating and investing in these
operational systems aggressively.

Roadblocks in MES Implementation

It seems clear that MES is definitely the way forward, but there are certain
issues associated with its implementation.
Firstly, the whole cost-benefit debate associated with MES
implementation is prevalent in all the companies that were contacted.
Some say that while the global demand remains tepid, investing in MES
will be an added undesirable cost, while others advocate that MES,
despite being a cost in the short-term, is definitely a cost-efficient
solution in the long term.
Most of the plants today are old - with a mix of highly out of date and
new units. In JSW, 70% of the units have capabilities of level-2 or below.
The newer units are MES capable whereas the older ones require
modification or complete overhaul to become compatible with MES.
This is a major cost component and another financial roadblock to MES
implementation.
Most IT solutions show their benefits and associated savings with time.
Also, many of these benefits are difficult to quantify. MES is no
exception, and certain intangible savings achieved from MES such as
transparency of information, are overlooked in the debate.
11

Decision time
Avik has gained a lot of insights about
the existing IT infrastructure in JSW
and the areas of improvement. He has
also gained a perspective about the
current trends and benefits of MES in
the Indian Steel Industry. Keeping in
mind that the Steel Industry is turning
out to be highly competitive, he faces
a decision problem while making his
final proposition to JSW Steel.
Should he propose a revamp of the IT
systems and upgradation to MES?
Should he suggest improvements in
the existing SAP/ERP implementations
to make them more customized for
the business requirements keeping in
mind the whole cost-benefit issue
pertaining to establishing MES in the

12

Exhibit #1

Exhibit #2

13

Worldwide IT spending forecast by Vertical industry (millions of U.S.D)

Exhibit #3

14

Exhibit #4

15

Exhibit #5: SAP

SAP is one of the vendors of ERP (Enterprise Resource Planning). ERP provides simultaneous access to
real-time data. It facilitates communication inside and outside the enterprise.
SAP is the worlds third-largest independent software provider. It was founded by 5 former IBM
employees in 1972 and headquartered in Walldorf, Germany. SAP is the global market leader in ERP and
in collaborative and inter-enterprise business solutions.

Three-tier client/server architecture

Exhibit #6: ISA95 levels for Enterprise Integration

16

Purdue Reference Model, 95 provides a model that end users, integrators and vendors can share in
integrating applications at key layers in the enterprise.

Type of
Automati
on

Type of
Systems

Working Criteria

Limitations of Levels of Automation

Level #1

Intelligent
devices

Sensing and
manipulating the
physical processes

Only one station, No networking control of

individual machine

Level #2

Control
systems

Supervising,
monitoring and
controlling the
physical processes

Communication through only one control room,

Possibility for networking and data logging

Level #3

Manufacturing
operations
systems

Managing
production workflow
to produce the
desired products

Multi-client operation, ERP implementation is

possible in production, planning & control by
the package data, Remote operation in-charge
can view all the data, analysis of data is
possible

Exhibit #7: Interview Transcripts

Interview Transcript #1: Mr Ravi Kiran, Product Manager, JSoft Solutions
1. Tell us something about the existing IT framework in JSW. Is there any kind of MIS in
place in your organization right now?
We used to store the documented repository of the planned and executed activities of different
departments in JPOD. This was a tailor-made in-house application made by an independent team of
JSoft solutions. Later we moved into SAP application which exists till now.
2. Can you let us know the software background of the same? And how efficient was it?
JPOD had Java frontend and Oracle 11g database backend. Though this software was user-friendly, but
it was not fully automated or glitch free. Later, Oracle was replaced by SAP software application. This is
relatively more automated and has more exhaustive data base as compared to JPOD.
3. What was the basic use of JPOD?
It was mostly used for reporting operations data and human resource management.
4. You talked about SAP being implemented in JSW recently. Can you elaborate on the
working principle of the same?
SAP can collect the required input data from the level-2 or higher level control systems. Currently we
are having level 3 systems in the steel making units starting from Steel Melting Shop (SMS) to Cold
Rolled Mills (CRM). So the entire steel zone is totally automated and real time data is obtained through
the SAP.
17

5. You mentioned something about level-2 systems. Can you please elaborate on that?
Basically level #1 systems are intelligent devices consisting of sensors whose work is sensing and
manipulating the physical processes. Level #2 systems are the control systems; supervising,
monitoring and controlling the physical process. Level #3 systems are the manufacturing operations
systems, managing production workflow. We have till level #3 systems here in JSW.
6. According to you what are the advantages of SAP implementation?
Currently SAP has no such cost advantage. The primary benefit we are getting is, information
transparency across all units starting from shop floor to top floor. The improved productivity and
decreased manpower requirement numbers are not so significant.
7. Have you faced any road block while implementing SAP?
The problem here is, many units in JSW have not yet come up to the level of entirely level 2 or higher
level systems. For example the Ore Beneficiation unit still has level 1 flow meter and density meter
sensors. In these scenarios, level 1 systems data comes to JPOD and SAP collects the data from JPOD
since level 1 systems do not store the data permanently. Apart from that, SAP software poses a major
disadvantage in terms of the limited level of customization and implementation they allow. In many
cases the customization required is either not allowed or the software is too rigid and too difficult to
adapt to the unique workflow and business procedures. Often, in the process of customization the
system gets over-engineered while pertaining to the actual needs of the customer.
8. So what is the future of SAP in JSW? Are you planning to upgrade the systems?
The existing MIS scenario can be improved by implementing level 5 systems as optimization to level 5
will result in better forecasting, planning and optimization of rolling capability. But currently there is no
plan to upgrade the above because of the financial issues not only in JSW Steel Ltd., but also in the
whole Indian steel sector because of the cheap steel dumping by China into the Indian market.

Interview Transcript #2: Mr. Mayank, Assistant Manager, JSoft Solutions

1. Can you tell us something about client/server architecture of SAP which is implemented
in JSW?
There exists three-tier client/server architecture of SAP in JSW as explained below. (Refer to Exhibit 5)
2. What are the different modules of SAP which is implemented in JSW?
In our plant, there are eight different modules of SAP: Finance Accounting & Controlling (FICO), Sales &
Distribution (SD), Material management (MM), Plant maintenance (PM), Production planning (PP),
Project System (PS), Quality Management (QM) and Human Resource (HR).

SAP FICO module helps in storing the financial transactions data and in creating the profit and loss
statement and balance sheet statements. SAP SD module deals with all the activities of sales and
distribution such as sales orders and sales returns, quotes and inquiries, scheduling agreements and
contracts, back orders and subsequent deliveries. SAP MM module supports different phases of material
management such as inventory, goods received, material storage and procurement etc. SAP QM
module deals with quality of both input and output products. SAP PP module takes care of all the
processes related to production.
3. How the output data of SAP are represented and interpreted?
There are two types of data that are obtained as an output from SAP i.e., master data and transaction
data. One of them is functional location in SAP. Functional Locations of different hierarchies (can be
linked to one another. In this way, you can represent the global network structure of a technical system,
the links between different technical systems and the dependencies between individual functional
locations. Another one is Bill of Materials. We have three kinds of maintenance related bill of materials
such as material BOM, functional location BOM, equipment BOM. Task lists are used in both the routine
and non-routine processes to ensure operation standardization. Maintenance Planning is the process of
defining Routine Maintenance strategies and using these to create a set of predefined maintenance
tasks, which are scheduled, to be completed at regular intervals.
18

Interview Transcript #3: Deputy Manager, Plant Maintenance, CRM, JSW

Steel
1. Have you felt any practical advantage after SAP implementation in your department?
What we observed is an increased machine life for some of the vital machineries because of the timely
planning and scheduling done with the help of SAP. Eventually our maintenance cost has reduced.
Resource utilization became smooth and the plant availability was also increased. A large chunk of the
reason, I feel is due to the successful SAP implementation in our department

Interview Transcript #4: Mr. Oswal, AGM, C&IT, Bhilai Steel Plant, SAIL
1. Which type of IT strategies you are currently implementing?
Currently, we are concentrating on those IT strategies, which enable us to optimize our business
processes, help us adopt the best practices and above all, allow us to have an integrated and unified
view of the organization based on a common information backbone. The applications, which add
significant value to the organization, help make it lean and efficient and above all competitive in the
marketplace get preference in their investment portfolio.
2. Have you implemented MES?
We under collaboration with POSDATA Steel has successfully implemented Manufacturing Execution
System (MES). It is an Industrial IT tool for improvisation in Production Scheduling and Optimization of
manufacturing operations. MES is an interdependent architecture from any H/W and DBMS vendor.
3. Can you explain the POSDATA in details? Its applications?
POSDATA covers the entire scope of production management from order confirmation to dispatch. This
includes - Order receiving, quality control, process management and production control. The Operation
management is used for steel-making process, casting, cooling and heating. The Coil Yard Management
module is used for Work in Progress and Finished goods yard and CLTS management (Crane local
tracking system). MES helped us achieve responsiveness to customers demands by connecting the
Shop floor production to Management Business Information. It helped integrating the manufacturing
operations of Steel Melting Shop -2 (Consisting LD Converters & Slab / Bloom Continuous casters), Plate
Mill and Rail & Structural Mill.

Interview Transcript #5: Mr. Srijan Chowdhury, Manager, IT, Tata Steel
1. What are the advantages of SAP implementation in Tata Steel? Is there any shortcomings
of the same?
SAP ERP has helped us in integrating business processes and practices across the organization. It has
also helped achieve a robust level of optimization. An example is the practice of order balancing to plan
the daily production volume. Implementation of SAP ERP in human resources, finance, sales,
procurement and other support functions has been high. But, it lags behind when it comes to

the core operations where many bottlenecks, such as that of data acquisition, exist. These
shortcomings are faced mainly on the shop floor and hinder smooth implementation of SAP.
2. Tell us something about MES? Is Tata Steel planning to implement this in near future?
A one-stop solution for the problems I mentioned earlier, seems to be the implementation of
Manufacturing Execution System, which would enable better monitoring and control of manufacturing
19

operations. MES is being implemented on a pilot basis in our Kalinganagar plant. The state-of-the-art
plant is going to be commissioned soon, and a high level of automation is the objective.
3. Will it be cost effective to implement MES?
There has always been a debate over the costs and benefits of implementation of any new technology
in Tata Steel, be it SAP or something as simple as a new reporting tool. The same is true for MES too,
especially when someone takes into account the large scale on which MES needs to be implemented.
4. Any plan to implement the same in the Jamshedpur plant?
The level of success of implementation in the Kalinganagar plant will determine whether we would go
ahead with the same in the bigger Jamshedpur plant, where the challenge is even tougher, owing to the
fact that the plant was commissioned over a 100 years ago - in 1907. Though most of the units have
been replaced with advanced ones since then, achieving a system in which all units talk with each
other is still an expensive and complicated affair. Nevertheless, it is clear that MES is the next step
towards futures plants - what is the right time to move towards MES is the question being debated on
today.
5. Does MES implementation will really add value to the steel sector?
Though, domestic companies are still drifting towards the incorporation of MES, the global steel and
iron industry players are a step ahead with virtually all leading Chinese iron and steel industry players
having their own customized MES in place. Also, ThyssenKrupp CSA, an integrated steel plant in the
Brazilian state of Rio de Janeiro, implemented a manufacturing execution system to improve cost
insight as their slap production cost was exceeding the fair market value. Thus, it can be clearly said
that MES helps in planning daily schedules in the process shops like blast furnace and steel mills which
can really help 'make money' rather than ERP which just counts money.

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