ERPMaking It Happen The Implementers Guide to Success with Enterprise Resource Planning 2 pptx
ERPMaking It Happen The Implementers Guide to Success with Enterprise Resource Planning _12 pdf
... scheduling in, 25 1in Quick-Slice ERP, 28 7for DRP, 26 0 26 1in flow shops, 24 5live, 22 7 22 8operation of, 23 0 23 1selection of, 22 8 22 9in Quick-Slice ERP, 29 1 29 3for supplier scheduling, 25 6 25 7for ... 130–1 32 and Proven Path, 35in Quick-Slice ERP, 28 3 28 5Performance measurements, 23 7 23 9of supplier scheduling, 25 7 25 8Pilot tests:chart of, 22 8computer, 22 4 22 5conference room, 22 5 22 7finite ... organization in, 28 3 28 6project team in, 28 4, 28 6reasons not to use, 27 5 27 7S&OP in, 176, 28 6 28 7, 29 1sample failure of, 27 9software for, 29 0 29 1speed of, 27 7 27 9steering committee in, 28 6supplier...
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ERPMaking It Happen The Implementers Guide to Success with Enterprise Resource Planning_2 pptx
... recommendagainst the deletion of tasks from any of the checklists. To do sowould weaken their ability to help monitor compliance with the Proven Path.Getting Ready 107Q & A WITH THE AUTHORSTOM: ... deeply involved with other improve-ment initiatives in their company. In other cases, they return to theirprior jobs, because their jobs have been filled with a temporary forthat one- to two-year ... knowinghow the business is being run today.3. It will take a long time for the outsider to learn the products, the processes, and the people—and it will take even longer for the people to learn the...
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ERPMaking It Happen The Implementers Guide to Success with Enterprise Resource Planning_3 ppt
... difficulties with the softwaresupplier, etc.). The Torchbearer The term torchbearer refers very specifically to that executive with assigned top-level responsibility for ERP. The role of the torch-bearer 2 is ... percent—mini-mum—of all the people in the company prior to going live with ERP, with the balance being educated shortly thereafter. That’s all the people, from the folks in mahogany row to the people on the plantfloor. ... by the project schedule really necessary?Would it be possible to reduce somewhat the amount of workwithout harming the chances for success with ERP? (The workknob.)Will it be necessary to...
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ERPMaking It Happen The Implementers Guide to Success with Enterprise Resource Planning_4 doc
... are:• To accelerate and strengthen the change process begun in the outsider-led classes.• To equip these operating managers with the tools to reach the critical mass.• To develop detailed definitions ... Initial Education 157Operations Planning, Rough-Cut Capacity Planning, and masterscheduling. It s essential that they see how these tools will workwithin the company (criterion 8). Additionally, ... reassuring. It lowers the level ofuncertainty and anxiety; it raises the level of confidence in success; it builds ownership. It enables people to see the need to change the waythey do their jobs.Let’s...
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ERPMaking It Happen The Implementers Guide to Success with Enterprise Resource Planning_6 pptx
... on the shelf inside the stockroom, within the counting tolerance. Don’t go to the pilot andcutover steps without it. There are a few more things to consider about counting toler-ances. The ... down the bins, writing downnumbers, and putting them into the computer. What happens to in-ventory accuracy? It drops. What happens to accountability? There’snot much left. What happens to the ... They’re in the stockroom trying to get compo-nents, to make the product, so they can ship it. It s called expediting,and they do it in self-defense.If, one fine morning, these people come to...
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ERPMaking It Happen The Implementers Guide to Success with Enterprise Resource Planning_7 docx
... the rest of the items are cut over to ERP. The pilot must be successful to go to cutover, and visible success supports behavior change. Therefore, make sure the other planning folks can see the ... can see the success. CUTOVEROnce the live pilot is working well and the users are comfortable with it, it s time to cut over the rest of the items onto the master scheduleand MRP.There are ... training: for the users to learnmore about the software, to learn how to use it, and to manage theirpart of the business with it and make sure it fits the business. Thisprocess can also help to establish...
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ERPMaking It Happen The Implementers Guide to Success with Enterprise Resource Planning_8 pot
... people use the latter term when referring to themselves shipping to their cus-tomers, while they’ll use VMI for the process of their suppliers ship-ping to them. With either term, the process ... calculates its recommendedscheduling solution to the situation presented to it. Then it displaysthis solution and the relevant factors (stockouts, cost, inventory,changeovers, output, etc.) to the ... wrong, and they won’t hit the schedule, it stheir job to provide immediate feedback to their supplier scheduler. The training part gets at the supplier schedule, how to read it, when and how to respond,...
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ERPMaking It Happen The Implementers Guide to Success with Enterprise Resource Planning_10 pdf
... busi-ness to business (B2B) connection makes real sense. B2B can make the supply chain transparent without having to re-wire the connec-tions. The great breakthrough of the Internet is the ability to ... means running the business with the ERP set oftools, which tends not to change.However, business conditions do change. It s necessary periodi-cally to match up the tools (ERP) to today’s business ... companies with real time connections. How-ever, without the knowledge and time offered via ERP, the highspeed of the Internet can simply raise expectations with limited abil-ity to satisfy...
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ERPMaking It Happen The Implementers Guide to Success with Enterprise Resource Planning_11 pptx
... objectives. The business planning process then generates the overall plan for the company, taking intoaccount the needs of the marketplace (customer orders and fore-casts), the capabilities within the ... 329 DEMANDMANAGEMENTForecasting/Sales Planning Forecasting/sales planning is the process of predicting what items the sales department expects to sell and the specific tasks they are go-ing to take to hit the forecast. The sales ... opera-tion replaces the need to have expensive inventory scattered around the country.In either case, the company has the opportunity to design the physical system based on the economics of that...
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Tài liệu The Executive Guide to Business Analyst and Project Management Terminology pptx
... adding resources to the critical path tasks.Critical path: the longest path through the project network; the sequence of activities that defines the mini-mum time required to complete the project.CRUD ... identified by the BABOK; focuses oncollaborating with the technical and quality assurance teams to ensure that the solution built satisfies the requirements and collaborating with business users to plan ... why the project is important to the business and what the business needs to getfrom the project for the investment to be successful.Business requirement:stated from the viewpoint of the...
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