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1.INFORMATION SYSTEM FOR MANUFACTURING
2. Introduction
Information Systems :
An information system(IS) is typically considered to be a set of interrelated elements or components that collect(input), manipulate(processes), and disseminate (output) data and information and provide a feedback mechanism to meet an objective.
Data :
Raw facts such as an employee’s name and number of hours worked in a week, inventory part numbers or sales orders.
Information :
Information Systems :
An information system(IS) is typically considered to be a set of interrelated elements or components that collect(input), manipulate(processes), and disseminate (output) data and information and provide a feedback mechanism to meet an objective.
Data :
Raw facts such as an employee’s name and number of hours worked in a week, inventory part numbers or sales orders.
Information :
3.Manufacturing Information System
A computer based system that works in conjunction with other functional information systems to support the firm’s management in solving problems that relate to manufacturing the firm’s products.
A computer based system that works in conjunction with other functional information systems to support the firm’s management in solving problems that relate to manufacturing the firm’s products.
4.Types of Information System
5.A Framework for IS (with respect to support provided)
6.Transaction Processing Systems (TPS)
7.Transaction Processing Systems (TPS)
8.Example of TPS
9.Advantages of TPS
10.Office Automation Systems (OAS)
Computer systems, such as word processing, electronic mail system, and scheduling system, that is designed to increase the productivity of data workers in the office.
Computer systems, such as word processing, electronic mail system, and scheduling system, that is designed to increase the productivity of data workers in the office.
11.Knowledge Work Systems (KWS)
12.Examples of KWS
Computer Aided Design(CAD) Systems :
automate the creation and revision of designs, using computers and sophisticated graphics software.
Provide engineers, designers, and factory managers with precise control over industrial design and manufacturing.
3ds Max(Autodesk ), Blender(Blender Foundation), Inventor(Autodesk ), Solid Edge(Siemens PLM Software)
Virtual Reality Systems :
Have visualization, rendering, & simulation capabilities that go far beyond those of conventional CAD system.
use interactive graphics software to create computer generated simulations that are so close to reality that users almost believe they are participating in a real world situation.
Provide drug designers, architects, engineers, and medical workers with precise, photorealistic simulations of objects.
Investment Workstations :
High-end PCs used in financial sector to analyze trading situations instantaneously and facilitate portfolio management.
Computer Aided Design(CAD) Systems :
automate the creation and revision of designs, using computers and sophisticated graphics software.
Provide engineers, designers, and factory managers with precise control over industrial design and manufacturing.
3ds Max(Autodesk ), Blender(Blender Foundation), Inventor(Autodesk ), Solid Edge(Siemens PLM Software)
Virtual Reality Systems :
Have visualization, rendering, & simulation capabilities that go far beyond those of conventional CAD system.
use interactive graphics software to create computer generated simulations that are so close to reality that users almost believe they are participating in a real world situation.
Provide drug designers, architects, engineers, and medical workers with precise, photorealistic simulations of objects.
Investment Workstations :
High-end PCs used in financial sector to analyze trading situations instantaneously and facilitate portfolio management.
13.Decision Support Systems (DSS)
14.Decision Support Systems (DSS)
15.Management Information Systems(MIS
16.Executive Support Systems (ESS)
17.Manufacturing Systems
Manufacturing scheduling systems: create a master production schedule (MPS)
Push Manufacturing process
Pull Manufacturing process
Material requirement planning (MRP): only for materials
Manufacturing resource planning (MRP II): for materials, personnel, and machinery and what-if analyses on variance in schedules
Manufacturing operations: to control machinery and production process (robots)
18.Radio frequency identification tags
Radio frequency identification tags (RFID) are becoming a popular way to track inventory items. RFID tags are small computer chips embedded in containers, products, or equipment. Data are transmitted from the tags to sensors that provide computer processing support for inventory management.
19.Bill of Materials
This figure shows how a bill of materials helps track various components needed to manufacture a product.
Manufacturing scheduling systems: create a master production schedule (MPS)
Push Manufacturing process
Pull Manufacturing process
Material requirement planning (MRP): only for materials
Manufacturing resource planning (MRP II): for materials, personnel, and machinery and what-if analyses on variance in schedules
Manufacturing operations: to control machinery and production process (robots)
18.Radio frequency identification tags
Radio frequency identification tags (RFID) are becoming a popular way to track inventory items. RFID tags are small computer chips embedded in containers, products, or equipment. Data are transmitted from the tags to sensors that provide computer processing support for inventory management.
19.Bill of Materials
This figure shows how a bill of materials helps track various components needed to manufacture a product.
20.Enterprise Resource Planning
Integrate all of the organization’s principal processes such as SAP.
Outgrowth of MRP II manufacturing systems for manufacturing company.
Integrate all of the organization’s principal processes such as SAP.
Outgrowth of MRP II manufacturing systems for manufacturing company.
21.SAP
A german software company whose
products allow businesses to track customer and business interactions.
SAP is especially well-known for its Enterprise Resource Planning (ERP) and data management programs.
SAP is an acronym for Systems, Applications and Products.
A german software company whose
products allow businesses to track customer and business interactions.
SAP is especially well-known for its Enterprise Resource Planning (ERP) and data management programs.
SAP is an acronym for Systems, Applications and Products.
22.Rolls-Royce—case study on ERP
Company background
Rolls-Royce returned to the private sector in 1987 and acquired Northern Engineering Industries in 1989.
Aero propulsion and industrial gas turbines.
The Rolls-Royce Power Generation Market includes both electrical and nuclear power, which also includes marine applications, such as providing power plants for nuclear and naval vessels.
In March 1998 a new organisational structure was adopted called ERP.
Company background
Rolls-Royce returned to the private sector in 1987 and acquired Northern Engineering Industries in 1989.
Aero propulsion and industrial gas turbines.
The Rolls-Royce Power Generation Market includes both electrical and nuclear power, which also includes marine applications, such as providing power plants for nuclear and naval vessels.
In March 1998 a new organisational structure was adopted called ERP.
23.The situations before ERP
Rolls-Royce used over 1500 systems before the ERP project was started.
Expensive to operate and difficult to maintain and develop.
MERLIN:
evaluation of resources, logistics and inventory, the system was basically a scheduling system which ran on MRPII system principles.
lack of communication between individual sites. MERLIN often had difficulty communicating with another manufacturing system named IBIS, which stands for inventory based instructing system.
Rolls-Royce used over 1500 systems before the ERP project was started.
Expensive to operate and difficult to maintain and develop.
MERLIN:
evaluation of resources, logistics and inventory, the system was basically a scheduling system which ran on MRPII system principles.
lack of communication between individual sites. MERLIN often had difficulty communicating with another manufacturing system named IBIS, which stands for inventory based instructing system.
24. IT at Rolls-Royce
In 1996 Rolls-Royce formed a partnership with electronic data services (EDS). The Rolls-Royce IT department was outsourced to EDS
EDS were chosen because of their substantial experience within the aerospace industry.
The customer focused business units (CFBU) were made responsible for making sales deals within the various market segments.
The operational business units (OBU) formed the manufacturing support for producing the product.
In 1996 Rolls-Royce formed a partnership with electronic data services (EDS). The Rolls-Royce IT department was outsourced to EDS
EDS were chosen because of their substantial experience within the aerospace industry.
The customer focused business units (CFBU) were made responsible for making sales deals within the various market segments.
The operational business units (OBU) formed the manufacturing support for producing the product.
25.The implementation project
The ERP project consists of a management team of specialists from the external outsourcing company EDS. Within the project team are specialist internal managers and staff that have vital knowledge of cross-functional business relationships and experience of the old internal systems.
The project implementation problems can be grouped into three areas of
Cultural
The project team decided to breaking the traditional segregation of OBUs and departments.
The original implementation plan was increased in an attempt to address training and cultural changes.
In all, more than 10,000 people would have been trained.
The ERP project consists of a management team of specialists from the external outsourcing company EDS. Within the project team are specialist internal managers and staff that have vital knowledge of cross-functional business relationships and experience of the old internal systems.
The project implementation problems can be grouped into three areas of
Cultural
The project team decided to breaking the traditional segregation of OBUs and departments.
The original implementation plan was increased in an attempt to address training and cultural changes.
In all, more than 10,000 people would have been trained.
26.business
The participants of cross-functional workshops soon understood that their working practices must be adjusted in order to fit SAP, ultimately changing the way Rolls-Royce does business.
technical difficulty
Accuracy of data.
Rolls-Royce have estimated that over 1000 additional PCs will be required and the total cost for the network infrastructure was about two million pounds.
The company required over 6000 SAP licences for users across all the business.
The server was provided by Sun Microsystems and in excess of 2 Terabytes of disk space. The system required almost 35 weekly MRP runs cascaded by plant.
The participants of cross-functional workshops soon understood that their working practices must be adjusted in order to fit SAP, ultimately changing the way Rolls-Royce does business.
technical difficulty
Accuracy of data.
Rolls-Royce have estimated that over 1000 additional PCs will be required and the total cost for the network infrastructure was about two million pounds.
The company required over 6000 SAP licences for users across all the business.
The server was provided by Sun Microsystems and in excess of 2 Terabytes of disk space. The system required almost 35 weekly MRP runs cascaded by plant.
27.Problems experienced on ‘going live’ were:
User authorisation problems, such as, password and user level clearance.
Work was temporarily halted on the shop floor, as route cards were unavailable.
Values between the systems were incorrect, so comparisons were made on the values from the legacy system with those on the new system, such as inventory levels and WIP.
Transaction problems occurred from the first MRP run, so comparisons were made, between the old and new systems, and corrections were made.
User authorisation problems, such as, password and user level clearance.
Work was temporarily halted on the shop floor, as route cards were unavailable.
Values between the systems were incorrect, so comparisons were made on the values from the legacy system with those on the new system, such as inventory levels and WIP.
Transaction problems occurred from the first MRP run, so comparisons were made, between the old and new systems, and corrections were made.
28.Project risks
Management and supervision may treat the project as merely an IT implementation, rather than change in process methods.
Inadequately educating the workforce to operate the new system properly.
Possible failure to cut over to the new system through an inability to load data.
The resistance of change to new process methods by management and supervision.
The non-delivery or non-availability of reliable IT hardware and infrastructure both before and during implementation.
Management and supervision may treat the project as merely an IT implementation, rather than change in process methods.
Inadequately educating the workforce to operate the new system properly.
Possible failure to cut over to the new system through an inability to load data.
The resistance of change to new process methods by management and supervision.
The non-delivery or non-availability of reliable IT hardware and infrastructure both before and during implementation.
29.Conclusion
Bridging the legacy systems and cleaning up suspect data has given the company more trust in its management of information.
Training senior management, particularly the executive group, who are responsible for the overall direction of the company and are not technically orientated.
Managing effective relationships and leading teams in both technical and non-computer based environments.
Manufacture simulation exercises.
Transactional training.
Shop floor communication with line workers required to attend workshops to learn new PCskills in order to book work.
Bridging the legacy systems and cleaning up suspect data has given the company more trust in its management of information.
Training senior management, particularly the executive group, who are responsible for the overall direction of the company and are not technically orientated.
Managing effective relationships and leading teams in both technical and non-computer based environments.
Manufacture simulation exercises.
Transactional training.
Shop floor communication with line workers required to attend workshops to learn new PCskills in order to book work.
30.REFERENCES:
http://www.sap.com/solutions/business-suite/erp/index.epx 20/10/2011
http://www.infor.com/product_summary/erp/erpbaan/ 10/10/2011
M.Mahajan,introduction to the industrial engg. ,2002
DP Goel,MIS,pearson,1998
http://www.sap.com/solutions/business-suite/erp/index.epx 20/10/2011
http://www.infor.com/product_summary/erp/erpbaan/ 10/10/2011
M.Mahajan,introduction to the industrial engg. ,2002
DP Goel,MIS,pearson,1998
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