Case Solutions

2011 ◽  
pp. 220-237
Author(s):  
Victor Portougal
Keyword(s):  
Production Planning ◽  
Management System ◽  
Business Processes ◽  
Computer Support ◽  
The Other ◽  
Planning System ◽  
New Production ◽  
System A ◽  
Functional Areas ◽  
Standard Software

The production planning system described earlier carried specific features ofproduction planning at EA Cakes Ltd. Standard software, on the other hand,by definition, comprises programmes developed for an anonymous market.The question is: Can a standard software system like SAP give adequatecomputer support to an individually designed business management system?A team from IT specialists and production planning personnel was formed fordesigning computer support for the new production planning system businessprocesses.Thinking in terms of business processes helps managers to look at theirorganisation from the customer’s perspective. Usually a business processinvolves several functional areas and functions within those areas. Thus, abusiness process is cross-functional. Definitely, this is the case of the produc-tion planning at EA Cakes Ltd.

ERP Implementation for Production Planning at EA Cakes Ltd.

2011 ◽  
pp. 407-418 ◽  
Author(s):  
Victor Portougal
Keyword(s):  
Production Planning ◽  
Business Processes ◽  
Computer Support ◽  
Planning System ◽  
Prototype System ◽  
New Production ◽  
Erp System ◽  
Make To Order ◽  
Make To Stock ◽  
Planning Staff

This case details the implementation of the Systems Applications & Products (SAP) Production Planning module at EA Cakes Ltd. The market forced the company to change its sales and production strategy from “make-to-order” to “make-to-stock.” The decision to change the strategy involved not only the company’s decision to invest much more money in accumulation and keeping stocks of finished goods, it required a complete redesign of its production planning system, which was an integral part of an ERP system that used SAP software. A team of IT specialists and production planning personnel was formed for designing computer support for the new production planning system business processes. There was no consensus in the design group. IT specialists were sure that existing SAP software could provide adequate computer support. The production planning staff had doubts that SAP modules are relevant to their business processes. They argued that poor fit between the business processes implicit in the software and the business processes of EA Cakes will result in failure. To resolve the problem, the management invited a consulting company. The consultants suggested quickly designing a rough prototype system. Analyzing this system would help the working group to reach a consensus. Apart from giving adequate computer support to the new production planning system, the SAP implementation had to solve several implementation problems identified by consultants. The question is: can a standard software system like SAP give adequate computer support to an individually designed business management system?

scholarly journals Perceptions of organisational readiness for the performance management system: A case study of a University of technology

2012 ◽  
Vol 8 (3) ◽  
pp. 39-47
Author(s):  
Bethuel Sibongiseni Ngcamu
Keyword(s):  
Performance Management ◽  
Management System ◽  
Quantitative Research ◽  
Business Processes ◽  
Survey Method ◽  
Performance Management System ◽  
System A ◽  
Management Interventions ◽  
University Of Technology ◽  
The University

The absence of a single performance management system (PMS) aligned to institutional strategy and business processes often results in failure to deliver anticipated benefits as it is not cascaded down to all departments, teams or individuals. This study aims to determine employees’ expectations for the proposed PMS and their perceptions of the system’s impact on effectiveness within the university concerned. This study adopted a quantitative research design and a survey method was used, whereby, a structured questionnaire was administered by the researcher to a selected population size of 150 of which 108 completed questionnaires, generating a response rate of 72%. The study reflects a disproportionately high percentage of 34% of the respondents who disagreed and 21.3% who were undecided as to whether PMS is needed at the university concerned where the majority of these respondents being academics and those with matriculation. The university concerned should develop a PMS which is aligned to the university strategic plan and to other university policies coupled with structured change management interventions focusing on academics and semi-skilled employees.

scholarly journals PSX-34 Ruminating and lying behavior of dairy goats in confinement or grazing

2019 ◽  
Vol 97 (Supplement_3) ◽  
pp. 452-453
Author(s):  
Luana P Ribeiro ◽  
Sanae Ischii ◽  
Shirron LeShure ◽  
Terry A Gipson
Keyword(s):  
Animal Welfare ◽  
Management System ◽  
Free Choice ◽  
Mixed Model ◽  
The Other ◽  
Dairy Goats ◽  
Mixed Model Analysis ◽  
Independent Variables ◽  
System A ◽  
Key Indicator

Abstract Behavior is a key indicator of animal welfare and wellbeing. The objective of this study was to examine the effect of management system [confinement (C) or grazing (G)] on the behaviors of rumination time (RT) and lying/standing (L/S) in dairy goats. Forty Alpine goats (57.7±5.7 kg) in late lactation were randomly assigned to one of four groups. A replicated switchback design was used with Groups A and C the Confinement-Grazing-Confinement (CGC) sequence and Groups B and D the Grazing-Confinement-Grazing (GCG) sequence. Each group spent 1 wk in each management system. A 40% forage diet was offered free-choice in both systems, with some growing forage available for goats in G as well. Goats were fitted with two tri-axial accelerometers, one in an elastic, nose-band halter and the other attached to the hind leg. Data from tri-axial accelerometers were processed using SAS with prediction equations for RT and L/S. A mixed model analysis was conducted with RT or L/S as the dependent variable, and replicate (1, 2), sequence (CGC, GCG), management system (confinement, grazing), and interactions as independent variables, and animal as random. Rumination time and L/S were not affected (P > 0.10) by sequence or replicate. Goats in G had greater (P < 0.01) RT than those in C (12.7 vs 10.2 min/h; SEM=0.509). Regardless of management system, goats had lower RT in the second week than in the first or third week of the experiment (12.2, 10.2, and 11.9 min/h in wk 1, 2, and 3, respectively; SEM=0.574). Daily L/S behavior was not affected (P > 0.10) by management. Lying time was 726 min/d in C and 699 min/d in G (SEM=16.7). Standing time was 714 min/d in C and 741 min/d in G (SEM=16.7). These results indicate that management system affects rumination time but not lying/standing behavior in dairy goats.

An integrated process-based approach to intellectual capital management

2020 ◽  
Vol 26 (7) ◽  
pp. 1833-1850
Author(s):  
Oksana Lentjušenkova ◽  
Inga Lapiņa
Keyword(s):  
Development Strategy ◽  
Intellectual Capital ◽  
Management System ◽  
Business Processes ◽  
Integrated Management ◽  
The Other ◽  
Management Approach ◽  
Content Type ◽  
Stakeholder Interests ◽  
The Impact

PurposeNowadays, the aspects of the intellectual capital (IC) management have become important, valuing it as an integral part of the organisation. Researchers emphasise the strategic importance of IC management, particularly in the context of satisfying the stakeholders' interests and value creation. However, the existing studies reflect individual elements of IC management, not analysing them as a system which is a part of the organisational management system, and hence it is impossible to draw valid conclusions on the impact of IC on the organisation's performance. The aim of the paper is to describe an approach to the elaboration of the IC management strategy and its integration into the organisation's management system.Design/methodology/approachThe developed approach is based on a holistic and systemic view of the organisation, where IC management is integrated into the organisation's management . This approach is based on the structure of IC developed by Lentjušenkova and Lapina (2016). In this structure, business processes are the IC component that unites the other three ones – human capital, technologies and intangible assets. The study has used induction and deduction, as well as analytical and synthetic qualitative research methods, including logical constructive and conceptual (concept) analysis.FindingsElaborating the organisational strategy by taking into account the stakeholder interests, the organisation is able to ensure sustainable development. Using the integrated management approach, IC management is integrated into the organisation's activities and joint operational strategy. In this case, IC management becomes an integral part of the organisation's activities functioning in conjunction with the other organisation's systems, and it is integrated into all ongoing business processes.Research limitations/implicationsThe approach the authors have proposed to IC management could be adapted by small and medium-sized companies. Using it, companies do not need to create special functional units or division, because IC becomes an integral part of organisation's processes.Originality/valueIn previous studies, business processes were considered as one of the components of IC. In the study’s approach, business processes imply integration of IC into the overall organisation management system. As a framework for the proposed approach, the authors have used the Deming cycle “Plan-Do-Check-Act” that envisages dividing the development and implementation of the IC management and development strategy into four phases, with a clear allocation of tasks and a defined outcome for each individual phase. To use this approach, it is enough for organisations to conduct an analysis of processes and, depending on the strategic goals of the organisation, make additions related to managing IC.

scholarly journals EFL Instructors’ Perceptions of Blackboard Learning Management System (LMS) at University Level

2017 ◽  
Vol 11 (1) ◽  
pp. 1 ◽  
Author(s):  
Thaer Issa Tawalbeh
Keyword(s):  
Professional Development ◽  
Management System ◽  
Positive Attitude ◽  
Learning Management System ◽  
Descriptive Statistics ◽  
The Other ◽  
System A ◽  
Starting Point ◽  
University Level ◽  
Learning Management

The present paper aims to investigate EFL instructors’ perceptions of Blackboard learning management system (LMS) at Taif University in Saudi Arabia. To achieve this purposes, the researcher attempted to answer two questions. The first question investigates EFL instructors’ perceptions of Blackboard LMS. The second question aims to identify instructors’ suggestions to overcome difficulties encountered while using the system. A questionnaire of 4- Likert Scale was used to gather data from one hundred and two instructors to answer the first question, and content analysis was used to answer the second question. The collected data were analyzed in the form of descriptive statistics. The results, on one hand, revealed that 75% of the instructors have not used Blackboard technology before coming to university, which would affect their perceptions of the system. It was also evident that most of the instructors believe that the different features of Blackboard LMS are either poor or very poor. In addition, the instructors, in most of their responses to the functionalities of using the Blackboard LMS, rarely or never used the system. On the other hand, the results revealed that the instructors have a positive attitude towards the system in terms of its impact on learning, which can be the starting point to help them be familiarized more with the system’s features and functionalities through professional development. Based on the results, the researcher presented a number of conclusions and recommendations.

Core Business Processes in Enterprise Planning

2011 ◽  
pp. 168-193
Author(s):  
Victor Portougal
Keyword(s):  
Inventory Management ◽  
Management System ◽  
Business Processes ◽  
Planning System ◽  
Bottom Level ◽  
Core Business ◽  
Inventory Management System ◽  
Make To Order ◽  
Make To Stock

It was pointed out in Chapter VII that before implementation of an ERP systemin EA Cakes Ltd., it was necessary to completely reengineer the productionplanning process. To change the strategy from make-to-order to make-to-stock involves not only the company’s decision to invest money in accumulationand keeping stocks of finished goods. It requires a complete redesign of itsproduction planning system, because:•There is no forecasting for MTO, it is driven by customers’ orders, so aforecasting system had to be designed and implemented.•An inventory management system for finished goods had to be developed.•Under MTS, it is vital that the planning system preserves continuity; theplans produced by each level should be detailed plans of the top level.Also, there must be feedback continuity: feedback of the top levels is anaggregation of bottom level feedback — for more detail see McNair andVangermeersch (1998).

The evolution of a production planning system: A 10-year case study

2007 ◽  
Vol 58 (8-9) ◽  
pp. 756-771 ◽  
Author(s):  
Kenneth N. McKay ◽  
Gary W. Black
Keyword(s):  
Production Planning ◽  
Planning System ◽  
System A

scholarly journals The fuzzy goal programming approach to production planning of intermediate gear spare parts: a case study

2020 ◽  
Vol 4 (2) ◽  
pp. 137-143
Author(s):  
Aulia Ishak ◽  
Poltak Nababan
Keyword(s):  
Production Planning ◽  
Goal Programming ◽  
Business Processes ◽  
Production Capacity ◽  
Optimal Solution ◽  
Spare Parts ◽  
Fuzzy Goal Programming ◽  
Planning System ◽  
Programming Approach ◽  
Fuzzy Goal

Production planning has an important role in the company's business processes. A company engaged in the manufacture of intermediate gear parts has a problem in optimizing its production system. The production planning system that occurs is still based on predictions from decision-makers. This study aims to optimize the production planning system to maximize the 15T intermediate gear spare parts' production capacity and the 30T intermediate gear spare parts. Optimization of production planning uses the fuzzy goal programming method to optimize objectives based on existing constraints such as working hours, profit tolerance values, and demand tolerance values. The results showed that the use of fuzzy goal programming was able to increase the production level by 2.765, with an increase in profit of 2.57%. Fuzzy goal programming implementation provides an optimal solution in increasing profits in accordance with company goals based on the constraints that occur.

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