The Open System for Master Production Scheduling

Author(s):  
Hyoung-Gon Lee ◽  
Edmund W. Schuster ◽  
Stuart J. Allen ◽  
Pinaki Kar

Commonly provided by ERP vendors, master production scheduling (MPS) systems often strive to meet the needs of a large user base while limiting software functionality. Subsequently, business process reengineering becomes the means for firms to adapt to MPS software packages. This article develops a flexible approach for MPS delivery as an alternative to packaged software. The article examines the general case of open system architecture to deliver a specific master scheduling model to end-users. The open system approach fulfills a goal to standardize and speed the process of modeling in practice by creating a supply network for mathematical models that is searchable across the Internet with precision. The value lies on quickly putting state-of-the-art modeling in the hands of many users with no local computer implementation other than downloading an Excel spreadsheet.

Author(s):  
Hyoung-Gon Lee ◽  
Edmund W. Schuster ◽  
Stuart J. Allen ◽  
Pinaki Kar

Commonly provided by ERP vendors, master production scheduling (MPS) systems often strive to meet the needs of a large user base while limiting software functionality. Subsequently, business process reengineering becomes the means for firms to adapt to MPS software packages. This article develops a flexible approach for MPS delivery as an alternative to packaged software. The article examines the general case of open system architecture to deliver a specific master scheduling model to end-users. The open system approach fulfills a goal to standardize and speed the process of modeling in practice by creating a supply network for mathematical models that is searchable across the Internet with precision. The value lies on quickly putting state-of-the-art modeling in the hands of many users with no local computer implementation other than downloading an Excel spreadsheet.


Author(s):  
Lerina Aversano ◽  
Gerardo Canfora ◽  
Andrea De Lucia

Business Process Reengineering (BPR) is defined as “the fundamental rethinking and radical redesign of business processes to achieve significant improvements of the performances, such as cost, quality, service, and speed” (Hammer & Champy, 1993). Most BPR projects aim at converting business organisations from hierarchical centralised structures to networked decentralised business units cooperating with one another. This conversion is assuming a strategic relevance as the Internet is changing radically business processes, not only because they are purposely reengineered, but also because the Internet and the information and communication technology, offer more convenient means of fulfilling their requirement.


2000 ◽  
Vol 17 (3) ◽  
pp. 77-88 ◽  
Author(s):  
Andrew J. Czuchry ◽  
Mahmoud M. Yasin ◽  
Joel Norris

2019 ◽  
Vol 10 (1) ◽  
pp. 17-23
Author(s):  
Bruce D. Fischer ◽  
◽  
Holly B. Bachman ◽  

There is a lack of broad participation in most idea generating programs in American organizations. In this paper, we consider ways to increase the participation rate in generating ideas across organizations. These approaches include measuring innovation rates and reporting them, encouraging continuous improvement in idea generation, raising participation in programs such as Business Process Reengineering and Quality Circles, and training in creativity that includes team efforts at ideation. We also consider the importance of encouragement in helping employees to take the risks necessary to generate ideas.


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