ERP Systems Supporting Lean Manufacturing: A Literature Review

2008 ◽  
Author(s):  
Pritish Halgeri ◽  
Z. J. Pei ◽  
Karthik S. Iyer ◽  
Kendal Bishop ◽  
Ahmad Shehadeh
Keyword(s):  
Literature Review ◽  
Enterprise Resource Planning ◽  
Lean Manufacturing ◽  
Production Control ◽  
Resource Planning ◽  
Erp Systems ◽  
Lean Methods

ERP (Enterprise Resource Planning) and Lean manufacturing are two production control methodologies. ERP systems were once considered as hindrance to Lean manufacturing efforts. The explosive growth of e-business is forcing many companies to revisit where they stand in relation to these two methodologies. Vendors of ERP systems begin to recognize the power and advantages of Lean manufacturing and then explore ways to build Lean-related features into their ERP systems. The main objective of this paper is to answer the question “Can ERP and Lean co-exist?” To accomplish this, the paper first discusses the misconception about ERP and Lean and then summarizes the differences between the two methodologies that led to the misconception. The paper discusses the importance of linking ERP and Lean methods and summarizes some of the key Lean toolsets that are offered in some ERP systems. From a list of ERP vendors offering Lean enabled modules three vendors are discussed in details. They are Oracle, TTW WinMan and Pelion systems.

ERP Systems Supporting Lean Manufacturing in SMEs

2010 ◽  
pp. 56-75 ◽  
Author(s):  
Pritish Halgeri ◽  
Roger McHaney ◽  
Z. J. Pei
Keyword(s):  
Enterprise Resource Planning ◽  
Lean Manufacturing ◽  
Global Economy ◽  
Production Control ◽  
Small And Medium Enterprises ◽  
Rapid Change ◽  
Resource Planning ◽  
Erp Systems ◽  
Software Modules ◽  
Medium Enterprises

Small and medium enterprises (SMEs), more than ever, are being forced to compete in a global economy with increasingly complex challenges. This new economy has forced SMEs to become more responsive and agile in operational, tactical and strategic areas while requiring thoughtful integration between business functions and manufacturing/ production/ service operations. Enterprise Resource Planning (ERP) and Lean manufacturing are two production control methodologies that have been implemented in various ways. In early incarnations, ERP systems were considered a hindrance to Lean manufacturing efforts and were criticized for encouraging large inventories and slower production. The explosive growth of e-business methodologies and the resulting pressure to become nimble and embrace rapid change forced many SMEs to rethink their production approaches, particularly in regard to where they stand in relation to these two methodologies. Over time, ERP vendors recognized the power and advantages of Lean manufacturing and developed ways to incorporate Lean-related features into their software. The main objective of this chapter is to explore how ERP and Lean methodologies can coexist in SMEs. The chapter discusses misconceptions about the fit between ERP and Lean then summarizes differences and synergies between the two methodologies. The chapter emphasizes how linking ERP and Lean methods can lead to competitive advantage then explores key Lean toolsets available in leading ERP systems used by SMEs. Further focus is provided with additional insight on several leading ERP vendors offering Lean-enabled software modules. These include Oracle, TTW WinMan and Pelion Systems.

ERP Systems Supporting Lean Manufacturing in SMEs

2011 ◽  
pp. 1121-1140 ◽  
Author(s):  
Pritish Halgeri ◽  
Roger McHaney ◽  
Z. J. Pei
Keyword(s):  
Enterprise Resource Planning ◽  
Lean Manufacturing ◽  
Global Economy ◽  
Production Control ◽  
Small And Medium Enterprises ◽  
Rapid Change ◽  
Resource Planning ◽  
Erp Systems ◽  
Software Modules ◽  
Medium Enterprises

Small and medium enterprises (SMEs), more than ever, are being forced to compete in a global economy with increasingly complex challenges. This new economy has forced SMEs to become more responsive and agile in operational, tactical and strategic areas while requiring thoughtful integration between business functions and manufacturing/ production/ service operations. Enterprise Resource Planning (ERP) and Lean manufacturing are two production control methodologies that have been implemented in various ways. In early incarnations, ERP systems were considered a hindrance to Lean manufacturing efforts and were criticized for encouraging large inventories and slower production. The explosive growth of e-business methodologies and the resulting pressure to become nimble and embrace rapid change forced many SMEs to rethink their production approaches, particularly in regard to where they stand in relation to these two methodologies. Over time, ERP vendors recognized the power and advantages of Lean manufacturing and developed ways to incorporate Lean-related features into their software. The main objective of this chapter is to explore how ERP and Lean methodologies can coexist in SMEs. The chapter discusses misconceptions about the fit between ERP and Lean then summarizes differences and synergies between the two methodologies. The chapter emphasizes how linking ERP and Lean methods can lead to competitive advantage then explores key Lean toolsets available in leading ERP systems used by SMEs. Further focus is provided with additional insight on several leading ERP vendors offering Lean-enabled software modules. These include Oracle, TTW WinMan and Pelion Systems.

Enterprise resource planning, operations and management

2013 ◽  
Vol 33 (8) ◽  
pp. 1075-1104 ◽  
Author(s):  
Kim Sundtoft Hald ◽  
Jan Mouritsen
Keyword(s):  
Literature Review ◽  
Enterprise Resource Planning ◽  
Operations Management ◽  
Design Methodology ◽  
Resource Planning ◽  
Future Research ◽  
Erp Systems ◽  
Content Type ◽  
Practical Implications ◽  
Case Based

PurposeThis research aims to explore the enabling and constraining effects of enterprise resource planning (ERP) systems and speculate on how these can be linked to the four generic roles of operations management (OM) proposed by Slack et al.Design/methodology/approachThis research understands ERP as boundary objects characterised by modularity, abstraction, accommodation, and standardization. An in‐depth cross‐disciplinary literature review and role synthesis is conducted.FindingsFour enabling and three constraining effects of ERP are deduced from existing literature. ERP and OM are linked conceptually. Based on the identified effects of ERP, the paper speculates on the managerial tasks of the production and operations manager (POM) in an ERP environment and lists a set of central concerns of potential relevance to POM and to future research.Research limitations/implicationsThe identified roles of ERP and their implications could be empirically tested using case based and survey research.Practical implicationsThe results provide insights into how ERP has multiple and parallel roles, and how these roles are relevant to the function of OM. Such knowledge is valuable for practicing POMs in managing the implementation and design of ERP to support the different domains of OM.Originality/valueCurrent studies of the effects of ERP and their link to the practice of OM tend to focus on one or a few roles of the emerging system. Such studies do not properly take into account the modularised and pluralistic nature of ERP. This research provides a platform from where future research on the effects, managerial dilemmas and implications of ERP can be reconciled across research communities.

scholarly journals CONTROLLING IN ERA OF INDUSTRY 4.0: OPPORTUNITIES FOR BUSINESSES IN THE FIELD OF THE INTRODUCTION OF NEW TECHNOLOGIES

2021 ◽  
Vol 16 (2) ◽  
pp. 122-134
Author(s):  
Pavol Zahoran ◽  
Ondrej Zizlavsky
Keyword(s):  
Literature Review ◽  
Enterprise Resource Planning ◽  
Industry 4.0 ◽  
New Technologies ◽  
Resource Planning ◽  
Management Control ◽  
Systematic Research ◽  
Erp Systems ◽  
Great Opportunity ◽  
The Impact

Automation, robotics, Internet of Things and Big Data are currently a big challenge for businesses. However, they can also be a great opportunity. One of the corporate areas where new technologies can be used is controlling. In this research, the issue is narrowed down to the impact of new technologies on Enterprise Resource Planning (ERP) systems of companies, which are a basic tool of controlling in companies. The research analyses the possibilities of integrating elements of Industry 4.0 with ERP systems and the possibility of using data for corporate controlling. For this purpose, a literature review was carried out and gained results were further analysed according to the defined criteria. The outcome of the literature review is an essential current state analysis of the impact of new technologies on corporate ERP systems with regard to the company's controlling processes. This paper serves as a very first step in designing a systematic research study in area of controlling 4.0. Keywords: automation, controlling, Enterprise Resource Planning (ERP), Industry 4.0, management control, management accounting

scholarly journals Prioritising Organisational Factors Impacting Cloud ERP Adoption and the Critical Issues Related to Security, Usability, and Vendors: A Systematic Literature Review

Sensors ◽  
2021 ◽  
Vol 21 (24) ◽  
pp. 8391
Author(s):  
Sayeed Salih ◽  
Mosab Hamdan ◽  
Abdelzahir Abdelmaboud ◽  
Ahmed Abdelaziz ◽  
Samah Abdelsalam ◽  
...  
Keyword(s):  
Literature Review ◽  
Systematic Literature Review ◽  
Enterprise Resource Planning ◽  
Success Factors ◽  
Resource Planning ◽  
Integrative Model ◽  
Erp Systems ◽  
Erp System ◽  
Adoption And Implementation ◽  
Critical Issues

Cloud ERP is a type of enterprise resource planning (ERP) system that runs on the vendor’s cloud platform instead of an on-premises network, enabling companies to connect through the Internet. The goal of this study was to rank and prioritise the factors driving cloud ERP adoption by organisations and to identify the critical issues in terms of security, usability, and vendors that impact adoption of cloud ERP systems. The assessment of critical success factors (CSFs) in on-premises ERP adoption and implementation has been well documented; however, no previous research has been carried out on CSFs in cloud ERP adoption. Therefore, the contribution of this research is to provide research and practice with the identification and analysis of 16 CSFs through a systematic literature review, where 73 publications on cloud ERP adoption were assessed from a range of different conferences and journals, using inclusion and exclusion criteria. Drawing from the literature, we found security, usability, and vendors were the top three most widely cited critical issues for the adoption of cloud-based ERP; hence, the second contribution of this study was an integrative model constructed with 12 drivers based on the security, usability, and vendor characteristics that may have greater influence as the top critical issues in the adoption of cloud ERP systems. We also identified critical gaps in current research, such as the inconclusiveness of findings related to security critical issues, usability critical issues, and vendor critical issues, by highlighting the most important drivers influencing those issues in cloud ERP adoption and the lack of discussion on the nature of the criticality of those CSFs. This research will aid in the development of new strategies or the revision of existing strategies and polices aimed at effectively integrating cloud ERP into cloud computing infrastructure. It will also allow cloud ERP suppliers to determine organisations’ and business owners’ expectations and implement appropriate tactics. A better understanding of the CSFs will narrow the field of failure and assist practitioners and managers in increasing their chances of success.

PENGARUH DUKUNGAN MANAJEMEN PUNCAK, MANAJEMEN PROYEK DAN KETERLIBATAN PENGGUNA TERHADAP TINGKAT KESUKSESAN IMPLEMENTASI ENTERPRISE RESOURCE PLANNING PADA PERUSAHAAN DI JABODETABEK

2017 ◽  
Vol 2 (2) ◽  
pp. 147-154
Author(s):  
Julian Aristo
Keyword(s):  
Project Management ◽  
Enterprise Resource Planning ◽  
User Involvement ◽  
Resource Planning ◽  
Business Environment ◽  
Top Management ◽  
Management Support ◽  
Erp Systems ◽  
Factors Affecting ◽  
Top Management Support

Enterprise Resource Planning (ERP) systems have become vital strategic tools in today’s competitive business environment. Implementation of ERP systems is a highly complex process which is influenced not only by technical, but also by other factors. The purpose of this research to find out factors influencing the success of ERP implementations in companies in Jabodetabek. In this research three factors of success implementation ERP were selected on the bases of previous research that includes top management support, project management and user involvement. The results indicate that top management support and project management are key factors affecting the success of ERP implementations, while user involvement does not affect the success of ERP implementations. Top management support, project management and user involvement affect the success rate of 72.7% of ERP implementations. While the rest equal to 27.3% influenced by other variables not included in this research model. Keywords: Enterprise Resource Planning, Top management support, project management, user involvement

Smoothing Short Duration Capacity Problems in Enterprise Resource Planning (ERP) Systems: An Algorithmic Approach

2014 ◽  
Vol 933 ◽  
pp. 860-868
Author(s):  
Muneam Zamzeer Al-Magsoosi
Keyword(s):  
Short Duration ◽  
Enterprise Resource Planning ◽  
Lot Sizing ◽  
Environmental Parameters ◽  
Resource Planning ◽  
Successful Implementation ◽  
Erp Systems ◽  
Lot Size ◽  
Erp System ◽  
Order Release

Successful implementation of ERP systems should take full advantage of the access to information, but not be constrained by many of the deficiencies associated with infinite capacity scheduling methodologies. In this paper an algorithm is developed which improves the performance of the ERP system. Lot sizing decisions based on capacity availability are used as an instrument to integrate more effectively capacity requirements planning (CRP) and Material Requirements Planning (MRP). MRP is a planning tool for a sub-set of manufacturing system specially in hierarchal multi-product, multi-period and multi-stage production planning and inventory control system. The Vehicle used for this integration is planned order release (POR) quantity. The algorithm requires minimal deviation from the MRP logic. In this sequential process MRP first issues the action notices and then the algorithm analyses the capacity situation in the work centers. The algorithm scans all planned order release quantities of lower level items in the action bucket before orders are released to the shop. For each item a delta value is computed identifying the degree orders are contributing to capacity problems. This delta is specific to each POR. The POR causing the highest overload and the one passing through the lowest utilized work centers are selected for a lot size decrease, respectively, an increase. After identifying the candidates, a series of checks analyses the suitability of the candidates for that change. The planned order release quantities of more items can be performed. Projected capacity profile after iteration will be updated and capacity requirements over a short duration are smoothed. The experiments are performed with MAP/3000 as a simulation model for this study. The developed algorithm is added to MAP/3000 as additional subroutines. The design of the experiments consists of a base test identifying the significance of different environmental parameters of MRP systems and a main test which performs a detailed evaluation. The results are evaluated using analysis of variance techniques. Most ERP systems built on the historical development of MRP and CRP systems, and the assumption of infinite capacity is affecting the performance of those systems badly. This paper is presenting an algorithm to smooth capacity problems by using the existed capacity.

Quantified benefit of implementing enterprise resource planning through process simulation

2004 ◽  
Vol 31 (2) ◽  
pp. 263-271 ◽  
Author(s):  
Sangyoub Lee ◽  
Ahsan Ullah Arif ◽  
Hyounseung Jang
Keyword(s):  
Enterprise Resource Planning ◽  
Management System ◽  
Construction Materials ◽  
Resource Planning ◽  
Application Integration ◽  
Erp Systems ◽  
Materials Management ◽  
Erp System ◽  
Internal Integration ◽  
Management Functions

The enterprise resource planning (ERP) system can integrate the major business management functions of the enterprise with a single common database to allow sharing of all information and achieve efficient communications between management functions. Based on the needs of running a construction enterprise, ERP shows potential applicability to the construction industry. This paper sought to quantify the benefits of ERP systems when applied to construction materials procurement. Specifically, this paper briefly described the business processes involved in construction materials procurement and illustrated how ERP systems could be implemented and the efficiency of the construction materials management system consequently enhanced. The transformation from a non-ERP system into an ERP system through application integration, internal integration, external integration, and automation were simulated. Results show that the individual task improvements of models can increase the productivity of the materials management cycle by up to 5.2%, 18.2%, 27.8%, 13.5%, and 79.2% through internal integration, external integration, application integration, automation, and ERP system, respectively, by automating most of the repeated transactions and reducing manpower required to perform the tasks.Key words: enterprise resource planning, materials management system, productivity, simulation.

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