The interaction between master production scheduling and detailed capacity requirements planning : closing the loop in manufacturing resource planning (MRPII) systems
The interaction between master production scheduling and detailed capacity requirements planning : closing the loop in manufacturing resource planning (MRPII) systems
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主生产计划和详细产能需求计划之间的相互作用：制造资源计划（MRPII）系统中的闭环
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发表时间：
1991
期刊：
影响因子：
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通讯作者：
P. Burcher
中科院分区：
文献类型：
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作者：
P. Burcher
制造资源计划 (MRPII) 系统在国内外的广泛实施以及对其使用的不满情绪构成了本研究的初步基础，该研究集中于闭环 MRPII 系统本身的基本理论和设计。论文主要集中在两个关键方面：如何在不同的业务环境中执行主生产计划，以及通过检查组织内不同级别的计划的容量要求来实现“闭环”的运行效果如何。测试的主要假设是，在英国制造业中，资源检查要么没有得到令人满意的执行，要么没有及时反馈到适当的计划。所采用的研究方法包括对八家不同制造公司的主调度和产能规划进行初步详细调查。随后对 349 家公司的用户进行了全国范围的调查，对英国所有主要生产管理软件供应商进行了调查，并对当前软件包提供的设施进行了分析。得出的主要结论是，该假设在大多数公司中得到了证明，因为只有超过 50% 的公司正在尝试资源和容量规划，并且只有 20% 的公司成功反馈 CRP 信息以“闭环”。提出了各种致病因素并提出了补救措施。
The widespread implementation of Manufacturing Resource Planning (MRPII) systems in this country and abroad and the reported dissatisfaction with their use formed the initial basis of this piece of research which concentrates on the fundamental theory and design of the Closed Loop MRPII system itself. The dissertation concentrates on two key aspects namely; how Master Production Scheduling is carried out in differing business environments and how well the `closing of the loop' operates by checking the capcity requirements of the different levels of plans within an organisation. The main hypothesis which is tested is that in U.K. manufacturing industry, resource checks are either not being carried out satisfactorily or they are not being fed back to the appropriate plan in a timely fashion. The research methodology employed involved initial detailed investigations into Master Scheduling and capacity planning in eight diverse manufacturing companies. This was followed by a nationwide survey of users in 349 companies, a survey of all the major suppliers of Production Management software in the U.K. and an analysis of the facilities offered by current software packages. The main conclusion which is drawn is that the hypothesis is proved in the majority of companies in that only just over 50% of companies are attempting Resource and Capacity Planning and only 20% are successfully feeding back CRP information to `close the loop'. Various causative factors are put forward and remedies are suggested.