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ENTERPRISE RESOURCE PLANNING (ERP): THE DYNAMICS OF OPERATIONS MANAGEMSHTUB A. KARNI R. / MANAGEMENT /wydawnictwo: SPRINGER, 2010, wydanie Icena netto: ERP: The Dynamics of Supply Chain and Process Management is a complete updating and expansion of Avraham Shtub’s award-winning 1999 text Enterprise Resource Planning (ERP): The Dynamics of Operations Management. New chapters, written together with his co-author Reuven Karni, cover enterprise process modeling; design of business processes; a complete revision of the original chapter on the integrated order-fulfillment process using ERP; business process management; business process improvement; and a new appendix on simulating process life cycles: using serious games as teaching aids, along with a complete description of and instructions for using the CD containing MERPTM – a Dynamic Case Study Simulator (DCSS) from MBE Simulations Ltd. MERPTM is designed to facilitate the teaching of integrated operations of a business organization with a focus on corporate performance management. It reflects a fully live environment and allows students to participate in a virtual organization made real and dynamic as minute-by-minute business events and conditions unfold. This book is ideal for use in academic and executive programs aimed at teaching students how integrated systems work. It is suitable as a textbook for the basic MBA Operations Management course or as a text for courses on ERP systems and the development of business processes. In an industrial engineering program it could serve to give students their first, and perhaps only, introduction to business issues like market demand and supplier relationships. "I used Avy Shtub’s award-winning 1999 book on ERP and the accompanying Operations Trainer software inseveral leading MBA programs in the United States and Europe. Most of the courses were delivered in traditional classroom settings but some of them were offered fully online. The current revision and second edition of the book, co-written with Reuven Karni, adds new materials with an emphasis on services and business processes, provides excellent, detailed examples, and revises old ones of the previous edition. The book is nicely complemented and enhanced by the addition of a unique, dynamic, online simulation package MERP™ that represents a major upgrade to the old, PC-based Operations Trainer. In my reading, the book’s first main theme, Integrated Production and Order Management (IPOM), is a different, and perhaps more valid, take on the many issues associated with Supply Chain Management. The authors touch on all facets and issues of Operations and Supply Chain Management and provide a theory-based and sound, practice-proven approach to the problems present in any organization. The second main theme covers the design and improvement of enterprise and business processes, touching on facets and issues relating to process-based enterprise management. I would highly recommend the book and the accompanying software to any instructor teaching Operations/Supply Chain Management, Business Process Management or Industrial Engineering." -- Gyula Vastag (Corvinus University of Budapest, Hungary) Table of Contents
Preface xi Authors' Acknowledgements xiii 1 Introduction 1 1.1 The Theme of this Book 1 1.2 Operations Management Defined 1 1.3 The Need for Integrated Production and Order Management 3 1.4 Summary: Viewpoints of Enterprise Operation 5 1.5 Operations Management Frameworks 6 1.6 Modeling in Operations Management 7 1.7 Modeling in Process Management 9 1.8 The Dynamic Aspect: Simulation and Systems Dynamics 10 1.9 Overview of the Book 12 Problems 17 2 Organizations and Organizational Structures 19 2.1 Functional and Project Organizations, Typical Goals and Performance Measures 19 2.2 The Job Shop, Flow Shop, and Group Technology 25 2.3 Operations Management and Its Interface with Other Functional Areas: Restructuring the Order-Fulfillment Process 28 Problems 29 3 Enterprise Process Modeling 31 3.1 The Reference Model Approach to Enterprise Process Modeling 31 3.2 Basic Concepts in Enterprise Process Modeling 31 3.3 An Example of a Business Process 35 3.4 Enterprise Modeling Principles 35 3.5 Enterprise Functionalities 36 3.6 A Procedure for the Design of an Enterprise-Specific Process Model 44 3.7 A Case Study: "Hotel Front Desk" 53 Problems 56 4 Information and Its Use 59 4.1 From Data Collection to Decisionmaking 59 4.2 Information Systems: The Data Base and the Model Base 61 4.3 The Accounting Information System 63 4.4 Quality of Information 65 4.5 Forecasting 66 Problems 71 5 Marketing Considerations 73 5.1 Manufacturing Policies: Make to Stock, Make to Order, Assemble to Order, Engineer to Order 73 5.2 The Master Production Schedule 76 5.3 Lead Time and Time-Based Competition 78 5.4Quality and Its Management: Quality-Based Competition 81 5.5 Cost Considerations and Cost-Based Competition 82 Problems 85 6 Purchasing, Outsourcing and Inventory Management 87 6.1 The Need for Purchasing and Outsourcing 87 6.2 Purchasing and Outsourcing-Make or Buy Decisions 88 6.3 Supplier Management 90 6.4 Inventory Management-Benefit and Cost Considerations 93 6.5 Inventory Management-Models and their Assumptions 97 6.6 The Dynamics of the Order-Fulfillment Process-Early Studies 101 Problems 102 7 Scheduling 105 7.1 The Job Shop: Implementing Priority Rules 105 7.2 Scheduling the Flow Shop 111 7.3 The Just-in-Time Approach 113 7.4 The Dynamic Shop: Expediting and Changing Priorities 116 7.5 The Drum Buffer Rope Approach 117 Problems 121 8 Design of Business Processes 123 8.1 Process Design and Process Modeling 123 8.2 Process Perspectives (Process Viewpoints) 123 8.3 Business Process Design Procedure 125 8.4 Business Process Design Example 134 8.5 New Process Design 135 8.6 Comparison of the Current and New Processes 144 8.7 Context-Dependent Processes 145 Problems 147 9 The Integrated Order-Fulfillment Process Using MRP 151 9.1 Operations Management Frameworks 151 9.2 Evolution of Computer-based Operations Management Strategies 152 9.3 The Material Requirements Planning Concept 153 9.4 The Product (Engineering) Data: The Bill of Material 154 9.5 Logistic (Order) Data: The Master Production Schedule and Inventory Data 157 9.6 Gross to Net and Time-phasing-MRP Logic 159 9.7 Capacity Considerations 162 Problems 167 10 The integrated Order-Fulfillment Process Using ERP 169 10.1 Cross-Enterprise Processes in the Integrated Order-Fulfillment Process 169 10.2 The Role of Management in the Integrated Order-Fulfillment Process 169 10.3 The Hierarchy of Goals and the Road Map to the Goal 173 10.4 Establishing Control: Identifying Problems 175 10.5 Taking Actions: Solving Problems 177 Problems 179 11 Teaching and Training Integrated Production and Order Management 181 11.1 Individual Learning and Organizational Learning 181 11.2 The Individual Learning Curve 182 11.3 Team Building and the Team Performance Curve 184 11.4 Organizational Learning in the IPOM Environment 187 Problems 189 12 Business Process Management 191 12.1 Motivation 191 12.2 Enterprise Process Master Planning 192 12.3 Process Action Analysis 205 12.4 Example: Hotel Front Desk 208 12.5 Process Action Analysis: Summary 213 Problems 235 13 Business Process Improvement 217 13.1 Motivation 217 13.2 Definitions 218 13.3 Redesign: Dimensions of BPI 219 13.4 Redesign: Business Process Improvement Procedures 222 13.5 Redesign Example: Improving the Telesales Process 227 13.6 A Note on Engineering Creativity 227 13.7 Redesign: Incorporating an Improvement into the Process Flowchart and PAT 231 13.8 Performer Capability: Path to Improvement 232 13.9 A Discourse on Business Process Training 240 13.10 Performer Capability and Training - Telesales Example 241 13.11 Designer Capability: The Path to Improvement 243 13.12 Designer Capability: An Example of Design Focus Maturation 245 13.13 Summary 249 Problems 251 Appendix: Simulating Process Life Cycles: Serious Games as Teaching Aids 255 A.1 The Use of Simulators for Training 255 A.2 The Order Life Cycle 255 A.3 MERP?Background 256 A.4 Functional Views 257 A.5 DCSS?Scenarios 260 A.6 How MERP?Provides Value 262 A.7 Benefits to Students 263 A.8 Tools Available to Students and Professors 264 A.9 How to Get to Know the MERP?Tool and the Various Scenarios 264 A.10 The Registration Process 265 A.11 General Notes 267 References 269 Index 277 311 pages, Hardcover
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