ERP Basic and very simplified Principle (item and value entries and related G/L Entries) J.Skorkovský, KPH,ESF MU Brno Simplified diagram of ERP usage ERP Transaction = Entries DB ERP Partners Reports Forms sample2002-Graphs Information Information (trends) Knowledge of methods for process management and used metrics Decision Enterprise keys Key knowledge keys Key decision ERP Basic and very simplified Principle I ERP Consumption and Production DB Item entries value entries generated in different times data relation G/L Entries PAR (see next slide) Sales orders Purchase orders Production Orders Invoices Credit Notes Return Orders Payment ……. Profitability Analysis Report A simple example MRP MRP-II JIT ( TQM ) DBR ( TOC ) CONWIP APS OP(1) Productivity (metrics) % use of resources Resource timing Production planning Cost management Raw material resource capacitiy Required knowledge = RK Actual knowledge = AK BSC-závěr prezentace OP(2) OP(3) OP(4) OP(N) OP(N+1) OP(N+2) Mění se chování zdroje 5/11 Quality management JIT – only draft principles (presented only as an example) •Flow Time (known also as a „cycle time“) •Lead Time (constant used for planning ) • Pull princip Kanban Zero Inventory TQM Minimal Lead times Job released Job completed Little´s law 6/11 FT=NV/T Reliable replenishment MS Dynamics NAV (ERP system) 7/11 A simple example MRP MRP-II JIT ( TQM ) DBR ( TOC ) CONWIP APS OP(1) Productivity (metrics) % use of resources Resource timing Production planning Cost management Raw material resource capacitiy Required knowledge = RK Actual knowledge = AK BSC-Strategy map will be shown next time OP(2) OP(3) OP(4) OP(N) OP(N+1) OP(N+2) Mění se chování zdroje 8/11 Quality management So why is Scheduling a Problem? Because we often use a static decision support tool…... (APS) Finite Capacity Production Scheduling Resource : Preactor So why is scheduling a problem? The most common tool used by schedulers is a simple planning board where work is allocated to resources in time periods such as an hour, day or week. However this is a static decision support tool trying to cope with a dynamic problem…. …to try to handle a dynamic problem (APS) Finite Capacity Production Scheduling Resource : Preactor So why is scheduling a problem ? How long will the schedule last before a rush order appears, re-work is required, operators report sick, a machine breaks down, or demand does not match the forecast ? Each of these will blow a hole in the production plan and the scheduler can spend endless time re-assigning work, changing priorities or altering process routes to meet promised delivery dates. What happens now ? Customer Orders ERP/MRP MPS BOM Explosion & Stock Control Works Orders Purchase Orders Standard Lead Times, Queue Times, Moving Times for each part, assembly and sub-assembly Finite Capacity Production Scheduling Resource : Preactor What happens now? This diagram shows a typical method of generating works and purchase orders using an MRP system. How will FCS Help? Customer Orders ERP/MRP MPS BOM Explosion & Stock Control Finite Capacity Scheduler Work-to-Lists Shop Floor Data Collection Finite Capacity Production Scheduling Resource : Preactor How will finite capacity scheduling help? This diagram shows how a finite capacity scheduler can be linked to an MRP system and to a shop-floor data collection system. Now we have a two-way communication between the MRP system and Preactor. Orders are passed to Preactor, the finite schedule generated and start and end times for each operation passed back for modifications to the stock control module. Work-to-lists can be generated either by the MRP system or Preactor and can be sent electronically using a Preactor 100 terminal or using paperwork. As operations are completed, this information can be passed back to Preactor to update its database with progress prior to a re-schedule. Basic unit (e.g. it could be a company,..) Department Correction Outputs Inputs Feed back Control circuit->feedback element->correction of the controlled system Difference element Feedback (agent model) Rozpočet Diference Dodací lhůty Splatnost Řídící člen Obchod Říz.soustava Odvody, analýzy Měření Účetní schéma Diference Zkrácení Průběžných dob a Overlap Řídící člen Výroba Říz.soustava Nastavení marží Měření Analýza dle dimenzí Diference Řídící člen CRM Říz.soustava Statistika obchodní příležitosti Měření Očekávaný Obrat Potvrzené objednávky Počet aktivních klientů Požadovaná hodnota Kampaň Zdroj :Skorkovský, KPH,ESF MU Feedback System regulace_ecomm Zdroj :Suchánek, Vymětal Podnikatelská fakulta Karviná (Slezská univerzita , Opava) Feedback (agent model) Rozpočet Diference Dodací lhůty Splatnost Řídící člen Obchod Říz.soustava Odvody, analýzy Měření Účetní schéma Diference Zkrácení Průběžných dob a Overlap Řídící člen Výroba Říz.soustava Nastavení marží Měření Analýza dle dimenzí Diference Řídící člen CRM Říz.soustava Statistika obchodní příležitosti Měření Očekávaný Obrat Potvrzené objednávky Počet aktivních klientů Požadovaná hodnota Kampaň