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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.

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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阿拉伯梳子

2012-07-23

比较简单，还是有点借鉴意义的

renfenfenjiangjilian

粉丝: 5
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