SAP Implementation

With the rapid technological advancement in the industry, systems are becoming more complex to maintain while faulty detections and diagnostics methods are becoming increasingly difficult with new technological approaches posing challenges for effective machine monitoring and deployment of maintenance strategies. Most maintenance strategies are deployed manually which means maintenance plans are prearranged , and this usually leads to either over maintenance or under maintenance of the asset. Therefore, an advanced optimization of maintenance plans is needed for an improved maintenance procedures and integrated assets management systems. To overcome these challenges, this paper will introduce some advanced visualization & artificial intelligence technology methods which serve as condition monitoring tools to drive an automated maintenance strategy and it will also show the dominance of the visualization technology method and how it will directly improve production.

In today's competitive environment, long lead times, poor due date performance and the inability to adapt to customer's demand changes are no longer tolerated. As a result, many companies have made significant investments in the implementation of constraint and demand-driven planning & execution approaches such as the Drum-Buffer-Rope (DBR), Dynamic Buffer Management (DBM) and Replenishment (TOCR) solutions offered by Theory of Constraints (TOC) and LEAN. These solutions are designed to provide faster and more reliable deliveries and higher throughput with a minimum of cost and investment. However, due to the perceived limitations in functionality of standard ERP systems to support the requirements of especially complex hybrid environments such as "engineer-to-order" (ETO), "make-to-order" (MTO), "assemble-to-order" (ATO) and "make-to-stock" (MTS), and/or the perceived high cost to modify these systems, many have chosen expensive 3rd party Advanced Planning & Scheduling software requiring highly trained resources or have opted to build complex in-house-developed Spreadsheets and Databases to provide the information support outside their standard ERP system. Especially large organisations complain that this practice not only makes IT support costly, complex, and a significant business risk, but also jeopardizes the fast roll-out of best-practices such as TOC (and duplication of results achieved elsewhere). This paper presents a case study of how ABB, the largest supplier of power and automation technology globally, in partnership with Goldratt Research Labs and SAP, overcame exactly such a challenge. After many successful implementations of TOC over a period of 15 years (see appendix for sample results achieved), ABB identified TOC as a key strategic enabler to competitiveness and as an Operational Excellence "best-practice" to include in their rollout of best practices using their preferred ERP platform (SAP) as part of a global "One-simple-ABB" initiative. In the past, one of the major obstacles with the mass-deployment of TOC in ABB has been the lack of support from commercial ERP systems. This resulted in many in-house developed & 3rd party IT systems that made integration of systems, data exchange, centralized IT support and sustainability both costly and a major business risk. In addition, quite often the lack of support from ERP systems was mentioned as an obstacle to the implementation of TOC on the shop floor. Recent new developments and simplification by the Goldratt Group in TOC's planning and execution rules for managing operations & logistics (S-DBR, TOCR and DBM) meant that, for the 1st time, commercial ERP systems such as SAP could potentially support the deployment of TOC within ABB and due to the potential generic applicability of these solutions, could cater for all the variations and complexities in their 300+ factories around the globe without the need for 3rd party systems. This was a hypothesis worth testing, so ABB assembled a team of experts from ABB, Goldratt Research Labs and SAP. To focus the team and accelerate the definition and communication of the critical ERP modifications, Dr. Eli Goldratt recommended that the team use TOC's "Strategy & Tactic Tree", a new strategy tool developed by Dr. Eli Goldratt to identify, define and communicate all the changes in process, policies and measurements necessary and sufficient to achieve an organization's growth and stability targets. This tool and associated collaborative and concurrent development and testing process, allowed the team to define, communicate and test the IT blueprint that answered the What, How to and Why for all the modifications that was needed in the ERP system (SAP). This approach played a major part in achievement of the necessary buy-in from key stakeholders and successful implementation and achievement of rapid business results at the pilot plants in Czech Republic and Korea. Based on the results achieved and the high level of satisfaction from all stakeholders, the "TOC in SAP" solution can now be systematically rolled out to any of the 300+ ABB factories around the world

Корпоративные информационные системы управления (+CD)"
Рассмотрены: современные подходы к построению корпоративных информационных систем управления, тенденциям их развития и опыту внедрения и эксплуатации; вопросы моделирования бизнес-процессов корпорации и процессно-ориентированного внедрения ERP-систем; функциональная структура современных ERP-систем и комплексные решения SAP Business Suite и Microsoft Dynamics AX, а также системы электронного бизнеса и корпоративные порталы. Дан обзор современных систем управления взаимоотношениями с клиентами, описаны функциональные возможности системы Microsoft Dynamics CRM, включая управление маркетингом, продажами и сервисом. Для менеджеров высшего звена, бизнес-аналитиков, ИТ-специалистов, слушателей программ МВА, студентов старших курсов и магистров ВУЗов по направлениям "Менеджмент", "Экономика", специальностям "Прикладная информатика в экономике / менеджменте" и "Бизнес-информатика", аспирантов и преподавателей в области менеджмента и корпоративных информационных систем.

Over the last few decades, not only organizations but also Higher Education Institutions should be more responsive to the demands of the changed global business environment and improve their effectiveness. Our motivation to write this paper is to assess the implementation of an Enterprise Resource Planning (ERP) system in higher education and their associated benefits, with a focus on students' performance when applying an SAP solution. This paper analyses the accuracy of undergraduate students, focusing primarily on the concept of self-assessment as they predict and evaluate their own performance relative to their externally assessed achievement. In the pre-and post-examination predictions the higher achieving students seem to predict and evaluate their examination results more accurately than their lower-achieving fellows. Although a gender gap cannot be found in self-estimation, we found substantial differences by comparing the selected language. Foreign students seem to overestimate their own examination performance to a greater degree than Hungarians do. Consequently, our results might allow decision makers to identify why self-assessment is important when implementing pilot ERP projects. The result of this study also provide evidence for groups of clients and other stakeholders in order to reduce failure in both higher education and business environment.