Abstract: Most of the manufacturing software vendors have planning and scheduling software which assume either infinite production capacity for calculating quantities of raw material and work in progress (WIP) requirements or infinite quantities of raw and WIP materials for calculating production capacity. There are many problems with this approach. This paper discusses the pitfalls of this approach and how to avoid these by making sure that the software you buy indeed takes into account finite quantities of required materials as well as finite capacities of work centers in your manufacturing facility.

Abstract: Primarily due to rapid development of technology in the past thirty years, the market structure throughout the world has changed considerably. Local markets have become accessible to foreign manufacturers, who are able to perform well in their newly established territories in part due to their superior application of technology. In this light, most companies, including small and medium size, have embedded globalization in their expansion strategies, consistently seeking for new markets abroad. Consequently, local manufacturing companies are facing global competition, forcing them to adopt new concepts with respect to people, process and technologies. This document describes these approaches to production planning in detail as well outlines a software solution. The software solution (Production/3) combines both pull and push techniques and enables small to medium size organizations to fully automate their production system while retaining their investment in their legacy enterprise resource planning (ERP) systems.

Abstract: With a turnover of CHF 85 billion and 470 sites, Nestle is the world's largest food group. Learn how Nestle is able to plan its production and to accommodate finite capacity calculations in terms of manpower and material resources, strategic material availability, and through the significant production constraints of Nestle's different production environments.

Abstract: Enterprises understand the value of integration. One area that has been ignored is the plant. Plant systems and corporate systems must be complementary and leverage each other to provide their maximum value. Production intelligence provides both integration and valuable information which is not available in either type of system.

Abstract: An integrated steel plant’s manufacturing processes typically encompass three distinct types of manufacturing—flow manufacturing, process manufacturing, and mill manufacturing—making such a plant a mixed-mode manufacturer. Software systems that address the diverse needs these manufacturers have cannot be emphasized more.

Abstract: When one company acquires another, who benefits? It seems PSI’s recent acquisition of AIS will benefit both—as well as their clients and the steel industry as a whole. The combined solution offering will address APS, MES, SCM, and more.

Abstract: Learn how Grant Thornton achieved a 99.7% guaranteed IT asset tracking rate across a nation-wide network of leased computers to tightly control network endpoints, achieve regulatory compliance, and drive down total cost of ownership (TCO).

Abstract: Iwate Toshiba, a semiconductor fabricator, sought a supply chain solution to resolve recurring production issues. The solution had to be capable of quickly planning and scheduling lots during peak production, providing accurate order commitments, reducing planning cycles for production, optimize use of production resources, and achieving a more accurate supply chain model by integrating business planning with factory-level scheduling.

Abstract: The textile industry is famous for its very different characteristics when compared to industries in either process or discrete manufacturing. Developing production planning and scheduling software for any textile mill is a real challenge even for seasoned industry experts. This article focuses on some of the unique challenges posed to master requirement planning and master production scheduling (MRP / MPS) software vendors by the textile industry.

Abstract: Invensys has created a new group within its Production Management Division called Invensys Production Solutions. The group includes the PRISM and Protean process ERP products plus the resources of Invensys Validation Services group. While the unit should have much strength, it also has certain liabilities that must be addressed.

Abstract: Manufacturers know that production scrap can come from just about anywhere: from the ordered parts that don’t fit into a finished assembly, or from a physical prototype you’ve used and discarded. Whatever the case, the scrap—and any rework needed to fix the problem—costs you time or money, or both. Learn how you can overcome the most serious causes of production scrap with a product lifecycle management (PLM) solution.

Abstract: Learn how Welch's found a solution that would give it the ability to optimize and coordinate its short-term production schedules while building long-term master production schedule (MPS) based on the capacity constraints, inventory targets, and manpower.

Abstract: A recent study by Jupiter Research found that e-mail marketers using Web analytics click-stream data to generate targeted e-mail campaigns produce an impressive average click-through rate of 14 percent, and a conversion rate of 3.9 percent. Can your business claim numbers this high? If not, find out how you can with Web analytics tools that will help you gain insight on your subscribers’ behaviors while increasing sales.

Abstract: Cold Jet is a pioneer in the research and development of dry ice blasting and production technology. But in 2003, the Ohio (US)-based company uncovered serious disconnects between inventory and production, sales, and finance. Worse, its California (US) plant still used the systems implemented under previous ownership. Weekly updates between production and accounting were fraught with errors. Something had to be done.

Abstract: The complexity of the metal manufacturing process often poses problems when it comes to planning and scheduling production. The sector’s many different processes often cause bottlenecks that slow down production—not only within plants, but throughout entire supply chains. With an industry-specific production planning and scheduling system, manufacturers can improve productivity, reduce lead times, and increase revenues.

Abstract: Webcom Limited is a Canadian book manufacturer specializing in custom book production. Its heterogeneous IT infrastructure was resulting in discontinuous information flow, which impeded staffers’ abilities to collaborate throughout the steps of a book’s production. But when Webcom Limited migrated to an integrated Microsoft business management system, it saw a 33 percent improvement in the automation of job production workflow.

Abstract: Learn how Fabcon, once a small manufacturing company and now the premier sheet metal shop in Southern California catapulted its 55 percent on-time rate in 1993 to a 97 percent on-time rate a year later through business vertical integration and the help of Global Shop Solutions enterprise resource planning (ERP) solutions.

Abstract: Manufacturers looking to optimize production processes are turning to overall equipment effectiveness (OEE) measurement and analysis in order to reduce lost production time and improve performance. OEE sheds light on the percentage of production time that is truly productive, using the latest advances in sophisticated measurement and analysis tools. Discover how OEE can help you increase efficiency and profitability.