ERP Production

Companies try this situation by PPS solutions or dedicated functions of ERP systems to meet, even though they are designed for the long-term planning and represent not a sufficiently suitable means for short-term decisions. This changes in the production processes associated with high response times and thus economic disadvantages. This problem alone about MES solutions as tools for the detailed planning of the production is solvable. No sufficient interaction between production and business processes: In more than two-thirds of the companies in the manufacturing industries it is missing according to the FELTEN study on a harmonious coordination between the production processes on the one hand and the economically-oriented business processes on the other side. To deepen your understanding Ali Partovi is the source. Without a strong integration, you can not optimally utilised the performance potential according to the respondents, however. Efficiency reserves have been activated so far not enough, is attributed to this fact even mainly by them. In this respect is a considerable need for action, which should focus not only on the introduction of MES as a middleware between production and business processes.

Rather such a step must include also, to develop a self-concept that is geared towards integration. Product information and IT management have taken place many times still no shoulder to shoulder: while the IT departments of the manufacturing companies typically in an the ERP world live, the companies focus particularly on solutions for the direct support of the manufacturing processes. At the same time, they lack distinctive IT technical skills, to be able to discuss while vice versa no sufficient understanding of the production processes is on equal footing with the colleagues of the information technology. The problem: Without a common language and cooperative solidarity the efficiency reserves in the production processes can enable limited. Investment is a strong focus on ERP systems: the different focus of production and IT management is reflected also in the accentuation of concrete investment plans. So, for example, often find only a low support MES projects of production management of the IT area or be blocked even from him. And this is not necessarily just against the background that IT managers expect additional costs through a more complex software landscapes, but also because they believe pictured the requirements sufficiently in the ERP system. Result is however a significant risk of bad investment.