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制造执行系统(MES)MRP to MES
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MES Functionalities &
MRP to MES
Data Flow Possibilities
MESA INTERNATIONAL – WHITE PAPER NUMBER 2
MES Functionalities & MRP to MES Data Flow Possibilities 1
Updated and Revised March 1997
Background
MES and MRP: Complimentary Systems for
Operations Management
In today’s complex manufacturing environment, it’s hard
to imagine managing without computer systems and
software. Most of these systems and software, however
have only come on the scene
during the past two or three
decades. Despite the growing
number of “integrated
systems” on the market, most
companies find themselves
with a mixture of new and
legacy systems, which must
be linked together.
In manufacturing, many of
these legacy applications are
Manufacturing Resource
Planning (MRPII) systems
which have been installed
within the last fifteen years
or so, and probably have not
been completely imple-
mented. In the standard
scenario for an MRPII
implementation, the
planning and material
management modules are
installed and used (more or
less well).
MESA International
MESA International was formed in 1992 as a
trade association representing developers and
vendors of MES software and related products
and services. As such it is in a unique position to
create and disseminate information of the type
found in this white paper. Its member companies
are on the leading edge of MES development and
application and have installed systems through-
out North America and around the world.
This paper is part of MESA’s aggressive research
and analysis program designed to support
developers/vendors of MES technology and
manufacturers who use the technology or are
planning to use it. Through a series of industry
surveys, studies, reports, published articles and
papers, and throughout industry events such as
the MES Roundtables, the association is helping
to advance a technology that will have a
profound impact on manufacturing into the next
century.
However, operations management and the factory floor
have a very limited system involvement. Even with
limited success with MRPII, many companies cling
doggedly to their systems, largely because they have a
tremendous investment in the data that the systems
contain or because someone built his or her career on the
“success” of the MRPII system. The folks on the shop
floor are left to fend for
themselves, as they have always
done.
In the past few years, a new
class of systems, Manufactur-
ing Execution Systems (MES),
has come to the market. These
systems offer the manufacturer
the opportunity to provide the
shop floor with a look it can
use to really manage produc-
tion, while breathing new life
into the MRPII system. Not
only is understanding how
MES and MRPII can function
together a key to a successful
implementation of the MES,
but it also provides the
opportunity for the MES to
extend and enhance the
functions performed by the
MRPII.
2 MES Functionalities & MRP to MES Data Flow Possibilities
MESA International
Contents
Background _________________________________ 1
MESA International____________________________ 1
Why MES ___________________________________ 3
MRP TO MES Data Flow Possibilities _______________ 4
MES Functionalities ___________________________ 6
Purpose and Participants________________________ 7
© 1997 Manufacturing Execution Systems Association
MES Functionalities & MRP to MES Data Flow Possibilities 3
MESA International
While it’s important to analyze the benefits these
technologies offer, it’s also critical to understand the
history of the computerization of manufacturing
operations. Basically, its history can be divided into four
significant phases:
1. Accounting systems and simple inventory manage-
ment systems;
2. MRPII systems that emphasized a material planning
approach;
3. Niched systems for Job Shop, Repetitive, Process,
etc.;
4. Functional extensions and new information tech-
nology as embodied in Manufacturing Execution
Systems.
Because accounting systems were so well defined and
established, they were one of the first business applica-
tions to be automated with computer systems. In fact,
the first manufacturing applications occurred as a by-
product of the computerization of accounting, which
often included components for inventory accounting.
The need for software specifically designed for manufac-
turing, rather than financially oriented information used
to solve operations problems, led to the eventual
development of MRPII and a variety of software
packages currently on the market.
MRPII concepts, or closed-loop manufacturing systems,
reached their zenith during the late 1970s and early
1980s. Essentially, they are designed to integrate all the
operational functions for a manufacturing organization
from engineering through production, and replace a
reactionary management culture with top-down planning
disciplines., These systems were and still are successful for
companies that are really determined to change. For the
most part, discrete manufacturers with deep bills of
material (BOM) realized the great benefit of MRPII,
simultaneously reducing inventories while improving
customer service.
Typical MRPII systems are designed to support the
traditional manufacturing organizational structure with
three core functions:
1. Production definition - describes and quantifies the
relationships between raw materials, purchased parts,
fabricated parts, sub-assemblies, and finished products.
Also known as a bill of material, it includes engineering
control capabilities to manage product introduction and
changes. This also contains a part master that includes
lead times and other departmental information, includ-
ing cost, order policy, quality, material control, and
customer service. The result is a common database for
the entire enterprise.
2. Material control - provides basic capabilities to allow
inventory transactions to maintain material balances, and
provide inventory cost accounting.
3. Material planning - functions to analyze supply and
demand for all planned parts. Forecasts and master
schedules may be used. MRP generates a supply order
quantified by order policy, which is back scheduled from
the due date using a lead time calculation whenever
projected inventory balances are negative or demand
exceeds supply. This function simply provides “What,
how much, and when” for developing material plan.
MRPII systems employ planning techniques that
improve communication both inside and outside the
manufacturing enterprise. Manufacturers that have
implemented these systems have made major improve-
ments in coordination of cross-functional activities to
identify potential customer’s shipment and vendor
receipt problems. Where MRP has fallen short is in the
development of a realistic schedule for the shop tied to a
factory communication and tracking network. Dispatch
lists produced by MRPII systems are rarely followed.
This happens for many reasons, the least of which are
that MRP systems assume infinite resources; and updates
to and from the floor are not in real time.
As MRP technology has matured, other functions have
been added to provide routing definition, shop floor
control, and capacity planning. These functions provide
expanded cost definition, generate production order
paperwork and track job status. Without finite capacity
scheduling and real-time feedback, however, the gener-
ated dispatch lists typically are not very useful.
By the mid-1980s companies began applying JIT (Just in
Time) to solve many of their manufacturing problems.
Powerful new concepts, such as “push versus pull,”
ricocheted throughout the industry, and MRP software
developers scrambled to make their systems appear
orderless. Manufacturing systems provided functionality
to support Kanban environments. Practitioners and
consultants alike learned to reduce lot sizes to one in an
effort to achieve immediate productivity gains. Quality
was king. Then two words, “cycle time,” entered into
manufacturing as a focus for competition and a measure
of production success.
4 MES Functionalities & MRP to MES Data Flow Possibilities
MESA International
MES applications provide companies with the tracking
capability to monitor the floor activities with greater
resolution (hour/minute), and integrated with finite
capacity scheduling to provide fast reaction to changes. It
must also continually analyze activities in order to be
responsive to events as they occur on the shop floor.
Much of the manufacturing applications software now
on the market has capitalized on many of these technol-
ogy advances, and software producers have added
refinements. One of the breakthrough ideas that has
occurred within manufacturing software is the emergence
of synchronous manufacturing systems, MES coupled
with a scheduling module. To better understand these
systems, let’s look at a basic definition of manufacturing
— the process of transforming material through the
application of labor of machine resources. Manufacturers
want software that enables them to concentrate on
continually improving this particular process. Common
improvement measures used by manufacturers include
quality, cost, and cycle time. MES helps manufacturers
affect these measures by improving the scheduling of all
direct resources that control throughput, synchronize
support resources, and identify and eliminate wasted
time and materials. MES synchronized with scheduling
allows companies to efficiently manage time and
resources, which are keys to realizing significant produc-
tivity gains.
By incorporating an MES approach, a company can
create an environment that streamlines the manufactur-
ing flow and increases the velocity of production, while
maximizing the added efficiency (touch time/cycle time).
This manufacturing environment reduces queue time
and analyzing and addressing the causes of queue time. It
also identifies support resources from the activity path
and incorporates ways to identify problems. The goal is
to accelerate the flow of work throughout the shop.
Four areas where MRPII environments foster and
perpetuate significant problems are 1) incorrect bill of
material structuring: 2) obsolete routing time standards;
3) unrealistic lead time definition; and 4) unrealistic
schedules as a result of no real-time feedback from plant
operations.
MES cultivates a more realistic process model, provides
material definition linked to consuming operations, and
generates lead-time accuracy based upon actual execution
times, which improves inventory control. Precise capacity
models tied to metrics (measurements) of actual versus
scheduled times can be used to refine process models and
help them more accurately represent the real behavior of
the plan.
MES is particularly well suited for manufacturers looking
for ways to turbocharge existing MRPII systems.
Manufacturers can now work with achievable shop floor
plans. The result is reduced cycle times.
MES produces information to support the material
requirement of executing a manufacturing plan. They
also contain all constrained resources necessary. Support
activities are part of the critical manufacturing path and
coordinated so that the entire organization follows one
coherent, workable plan. The planning resolution (hour/
minute) is more precise than a stand-alone MRPII
system.
MES compliments MRPII applications and extends their
capabilities by incorporating an execution-driven
approach. Together these solutions provide companies
with more realistic schedules that compress cycle time,
reduce work in process, and improve the value added
time while maximizing return on assets. Collectively,
these benefits enable companies to achieve significant
productivity improvements, improved customer satisfac-
tion and provide an overall competitive advantage in the
marketplace.
Why MES
Automated MES systems not only assist production
people to schedule precisely but provide an electronic
network for performance improvement. MES includes
functions for finite operational scheduling, resources
management, the dispatching of production units (jobs,
batches, lots or whatever.) MES will supply automated
data collection and the delivery of detail documents such
as instructions, recipes, drawings and part programs to
the work station. MES will also record production details
and analyze performance (see Figure 2 - MES Func-
tionalities.) What “Planning” handles superficially in
batch, MES handles continuously, up-to-the-minute and
on the spot.
What about the proverbial bottom line? What are the
real, demonstrated benefits of MES? Here’s what
happened to a variety of manufacturers who used MES
systems:
MES Functionalities & MRP to MES Data Flow Possibilities 5
MESA International
Reduced Manufacturing Cycle Time
Sixty-six percent (66%) of the manufacturers responding
reported a reduction in manufacturing time of 45% or
greater.
Reduced Data Entry Time
Sixty-six percent (66%) of the manufacturers responding
reported a reduction in entry time of 75% or better.
Reduces Work in Progress
Fifty-seven percent (57%) of the manufacturers re-
sponding reported a reduction in WIP of 25% or better.
Reduces Paperwork Between Shifts
Sixty-three percent (63%) of the manufacturers respond-
ing reported a reduction in paperwork between shifts of
50% or better.
Reduced Lead Times
Sixty-three percent (63%) of the manufacturers respond-
ing reported reduction in lead time of 35% or better.
Improvements in Product Quality/Reduces Defects
Reduces/Eliminates Lost Paperwork/Blueprints
Return On Investment/Payback Period (14 Months
Average)
Experience has shown that MES needs information not
generally found in office systems. In those cases where
planning systems provide some information, MES must
define additional data elements in order to organize
manufacturing operations on a realistic basis. Such
deviations and improvements by the MES system also
means that there must be constant feedback to the
planning program so that purchasing is aware of any
changes in required materials.
MES provides the basic interface between planning and
execution systems that benefits both the front office and
the factory floor. The payoff is even bigger when MES is
oriented towards “real time” production and scheduling.
The expanded interface has information flowing both
ways with factory floor information aiding the office
system in job costing, payroll, lot control, inventory and
Product Demand
BOM/Formula/Recipe/Drawing
/Part Program
Resources
Routing/Process
Labor Characteristics
Inventory Status
SOP, HEALTH, WORK Instructions
Order Status/Completions
/Start-Due-End
Resource Status/Usage
Labor Status/Usage
Material Status/Usage
Actual BOM/Formula/Recipe/Drawing
/Part Program
Actual Routing/Process
Product Genealogy/Traceability
/As Built Information
Scrap/Waste
MES
Execution
Planning
MRPII / ERP
COMMS
Resource Alloc./Status
Operations Scheduling
Production Dispatching
Document Control
Data Collection/Acq.
Labor Management
WIP Status/Traceability
Quality Management
Performance Analysis
Process Management
Product Tracking
and Genealogy
Maintenance
Management
Focus:
Customer
Decision Location:
Office
Focus:
Product
Decision Location:
Factory
Forecasting
Costing
Production Planning
Product Definition
Process Definition
SOP
Human Resources
Inventory Management
Purchasing
Distribution
Figure 2, MRPII to MES Data Flow Possibilities
Engineering
Figure 1:
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