Manufacturing Systems Development – ERP / MRP II


  1. Introduction
  2. Justifying the Investment
  3. Preparing
  4. Implementing, Using a Participative Approach
  5. Components of Enterprise Systems
  6. Selecting and Developing the Best System
  7. Manufacturing Systems Within a Quality Context


Manufacturing Systems Development and Implementation service is designed to help manufacturing organizations better use ERP, and was conceived and developed to respond to the demonstrated need for advice on numerous computer applications and management issues. The goal of the Manufacturing Systems Development and Implementation problem solving service is to bridge this gap by providing accurate information that translates into direct payoffs for manufacturers and their markets.

In the past, manufacturers have used new technology to meet increased production demands. Productivity improves when more products can be produced without a proportional increase in investment or when the same level of production can be maintained for less. The quest for improved productivity through technological applications has been most noticeable in the manufacturing engineering area in which substitution of machines (or capital) for labour has increased the hourly output of manufactured items.

Unlike manufacturing engineering technologies with productivity-improving potential, ERP can directly affect both direct and indirect costs in the manufacturing industry. ERP coordinates strategic and detail-level planning as well as integrating finance, marketing, manufacturing, engineering, and distribution efforts to fulfill and maintain these plans. The ability of the computer to integrate these areas provides the most technological promise for improving productivity. As manufacturing operations grow more complex, the computer will become increasingly important in implementing organizational mandates.

Manufacturing Systems Development and Implementation service seeks to provide timely and expert information on the most important aspects of the ERP package and is aimed at six groups of readers:

  • Executive management who must make policy for and oversee the application of information systems to business functions.
  • Information Systems managers and staff who provide computerized ERP services to users.
  • Project managers, staff, analysts, and other users who are responsible for ensuring that information systems meet objectives.
  • Operations managers and staff who must rely on computer-generated data to forecast resource requirements to support and plan production priority, to distribute finished goods promptly and efficiently, and to recommend action to top policy makers.
  • Managers and trainers responsible for training staff or users in the principles of computerized ERP applications.
  • Consultants who assist clients to implement ERP systems.

Each group will find sections in the services relevant to its particular concerns. Managers and staff involved extensively with computerized ERP applications will find it useful to investigate all aspects of ERP.

The Mechanics of Top Management Planning

  • Defining the relationship between strategic planning and ERP
  • Defining the relationship of the Production plan in ERP
  • How to use MRP data in the strategic planning process
  • The relationship between demand management and ERP
  • The relationship between Program management and ERP
  • How to develop strategic planning of information systems
  • How to achieve financial decision support from MRP generated data
  • Establishing company wide performance measures
  • Sales forecasting techniques

The Mechanics of Operations Management Planning

Master Production Scheduling

  • How to perform Master Production Scheduling in the aircraft industry
  • How to establish the role of materials management in MPS
  • How to select and train the Master Production Scheduler
  • How to integrate MPS with sales order processing & program management
  • How to define approaches to rough cut capacity planning
  • How to define the impact of Bill of material structuring on operations management planning
  • Interface issues between MPS / mrp
  • Establishing a MPS feasibility checklist
  • Developing a MPS education program
  • Selecting the MPS items for MPS
  • Establishing time fences in MPS
  • Establishing MPS performance measures
  • Organizing and controlling MPS data elements
  • Using the MPS in business planning
  • Establishing the role of marketing in developing the MPS
  • Developing the MPS in a JIT environment

Establishing procurement codes in the MPS file

Material Requirements Planning

(Click to go to the separate page on this topic)

The Mechanics of Operations Management Execution and Control

Execution and Control Systems Interfaces

  • Cost accounting role in capturing information on the shop floor
  • The effect of JIT on management accounting
  • The relationship of manufacturing engineering to ERP systems
  • The relationship of product engineering to ERP systems

Pre-Manufacturing Activity

  • Establishing shop order control
  • Developing work centre and routing control data
  • Establishing a tool planning and scheduling system
  • The role of Computer assisted process planning in an ERP/MRP II framework
  • Designing and evaluating a flexible manufacturing system on the shop floor
  • Utilizing computer aided facilities planning
  • Group technology and machine centre identification

Work In-Process Activity

  • Using input / output control for capacity planning
  • Managing the impact of capacity control on work in process
  • Improving inventory accuracy in wip, receiving. and stores
  • Utilizing simulation for process planning
  • Approach to fixturing technologies for flexible manufacturing
  • Using voice data entry

Planning for Execution and Control

  • Designing cost measurement and control systems
  • Developing a functional specification for robotics and automated factory floor systems
  • How to apply expert systems to manufacturing

Implementing Execution and Control Systems

  • Implementing robotics in the shop to safety standards
  • Implementing statistical quality control
  • Implementing computer assisted quality assurance
  • Implementing bar coding in the factory

Managing Execution and Control Systems

  • Developing manufacturing standards using computer based work measurement
  • Determine lead-times in the shop
  • Using a control centre for centralized shop floor management
  • Defining the shop supervisor’s role in an automated factory
  • Establishing guidelines for collecting and using shop floor data
  • Applying group technology to work centre identification
  • Modifying work standards for mrp, group technology, and JIT
  • Measuring the performance of production controllers

Systems Design and Development

  • Applying personal computers to execution and control
  • Implementing bar coding in the factory
  • Implementing preventive maintenance management systems
  • Implementing generative process planning systems
  • Decision support systems for factory planning and shop floor control
  • Designing a flexible manufacturing system

Configuration Management and the MRP Database

  • Establishing Planning & control data
  • Establishing ordering rules in mrp
  • Structuring the Bill of Material
  • Structuring the Routings
  • Establishing the item master database

Managing engineering change