ERP (Enterprise Resource Planning)

Departemen Teknik Industri FTI-ITB

TI-3122 Perencanaan dan Pengendalian Produksi

Enterprise Resource Planning

Laboratorium Sistem Produksiwww.lspitb.org

©2003


TI3122-Perencanaan dan Pengendalian Produksi - Minggu 14 2

Pengertian ERP

• Definisi dari ERP: ERP covers the techniques and concepts employed for the

integrated management of business as a whole, from the viewpoint of the effective use of management resources, to improve the efficiency of enterprise (Leon, 1999)

• ERP Packages atau sering juga disebut sebagai enterprise system adalah perangkat lunak yang digunakan untuk mendukung implementasi ERP

• Merupakan perkembangan lanjut dari Manufacturing resource Planning (MRPII)



Pengertian..

• Dengan ERP maka sebuah enterprise memiliki metode dan teknologi untuk:

Mengotomasi dan mengintegrasi bagian utama dari bisnis

Sharing data dan praktek yang sama di seluruh perusahaan

Menghasilkan dan mengakses informasi dalam lingkungan yang real time.



Tujuan ERP

• Enterprise Resource Planning

Process of using integrated application software to improve the effectiveness and efficiency of the entire enterprise

• Purpose

Provide best practice functionality within departments and high level of integration across all enterprise functions



Tujuan ERP

ERP

Integrasi



Integrasi Informasi dengan ERP

Strategic & Operational

Planning

Manufacturing

Materials management

Quality management

Sales & Distribution

Maintenance

management

Logistic management

Human resource

Finance

ER

P

SY

ST

EM



Production Planning

Demand management

Master planning

Rough-cut capacity

planning

MRP/Planned orders

Order

- Creation

- Release

- Confirmation

Shop floor control

Capacity leveling

Process planning

Quality ManagementLot inspection

Process charting

Warehouse management

Materials Management

Direct requisition

Purchasing

Inventory management

Goods receipt

Material valuation

Invoice verification

Preventive MaintenancePlanned repair

Emergency

Sales and Distribution

Customer order

processing

Shipping,

billing, transport

Sales planningProfit planning

SOP

Planned requirements

Forecasts

Project system

The Promise of Integration - SAP R/3 View of Manufacturing



Value Chain

• Stream of activities.

• Part of larger “value system.”

• Applies to both products and services.

pro

fit

ma

rginSupport Activity:

Primary Activity:

infrastructure, hr, r&d, procurement

inbound

logisticsoperations

outbound

logistics

marketing

& salesservice



Change management

Staff inadequacy

Training

Resource allocation

Obstacles to Integration

PROCESSTECHNOLOGY

Poor implementation

management

Inadequate reengineering

Poorly planned transition

Inadequate functionality in

integrating systems

Weaknesses in application

portfolio

Weaknesses in data & reporting

PEOPLE



Why ERP?• Reducing workforce in core transaction

processing systems

• Supporting global business

• Achieving economies of scale

• Reducing information systems development staff



Why ERP? (cont’d)

• Improving customer service

• Improving data integrity

• Improving decision support



Costs and Benefits

• ERP may cost several hundred thousand dollars for a mid-sized firm

• Cost competitive among major vendors

• Payback usually 6-30 months

• Savings based on 30% reduction in administrative and IS costs

• Consider operating costs



Software Komersial

• Banyak tersedia software ERP komersial antara lain:

SAP

ORACLE

BAAN

J.D. Edwards, dll



Contoh: SAP



SAP R/3

• Modular client-server architecture

• Sales and Distribution (SD) records sales orders and scheduled deliveries, information about the customer is maintained and accessed

• Materials Management (MM) manages the acquisition of raw materials from suppliers and the subsequent handling of raw materials inventory from storage to work-in-progress goods to finished-goods inventory

• Production Planning (PP) maintains production information – production is planned, scheduled, and actual production activities are recorded

• Quality Management (QM) plans and records quality-control activities like product inspection and material certification



SAP R/3

• Plant Maintenance (PM) – allows planning for preventive maintenance of plant machinery and managing maintenance resources

• Human Resources (HR) – facilitates employee recruiting, hiring, training, payroll and benefits

• Financial Accounting (FI) – records general ledger accounts transactions, generates financial statements for external reporting

• Controlling (CO) – internal management – manufacturing costs are assigned to products and cost centers to facilitate cost analysis



SAP R/3

• Asset Management (AM) – helps in managing fixed-asset purchases (plant and machinery) and related depreciation

• Project System (PS) – planning and control of new R&D, construction, marketing as well as ERP projects

• Workflow (WF) – automates activities in R/3 (e.g., prompts employees via e-mail if they need to take action)

• Industry Solution (IS) – contains R/3 configuration settings for particular industries – companies benefit from SAP’s industry experience



Typical Basis Systems: Client Server Architecture

Central System

Two - tier

Distributed System

Two - tier

Client/Server

Three - tier

Client/Server

Multi-layer

Cooperative

Client/Server

(w/ release 4.0B)

Presentation Application Database



2 541 3

System

Performance

Procedures

Test Cases

Reports

Interfaces

Conversion

Test Plan

Train.Mat.

Go Live

Plan

Project

Plan

Business

Blueprint

Org. structure

Processes

Interfaces

Reports

Authorizations

Enhancements.

Scope Baseline

Scope

Business Process

MasterList

Implementasi ERP



Phase 1: Project Preparation

• Explain roles and procedures.

• Prepare the Project Charter.

• Define schedule, budget, and resources.

• Provide initial training for project team.

• Define technical requirements.

• Prepare executive kickoff meeting.

1



Phase 2: Business Blueprint

• Assess customer requirements through the interviews, questionnaires, and models of the Business Blueprint.

• Provide training for project team.

• Install development system.

• Review the Business Blueprint

2



Phase 3: Realization

• Customizing.

Customize the "Baseline" system, which covers 100 % of the organizational structure and 60% of all daily business operations.

Check that this Customizing realizes your business processes (first integration test).

• Final Integration Test.

Check other business processes which may be indirectly affected.

Design, develop, and test interfaces, reports, and data conversions.

3



Phase 4: Final Preparation

• Planning for going live data.

• Training end users.

• Testing: integration, volume, and stress.

• Establishing an internal Help Desk.

• Cutover to production environment.

4



Phase 5: Go Live and Support

• Start of production operation.

• Setting up support.

• Verifying the accuracy of the production system.

• Measuring business benefits.

• Optimizing performance.

5



Critical Success Factors of ERP

• Strong top management support

• Centralized project management

• Strong IT management and staff support

• Heavy user involvement

• Business process reengineering to standardize on software capabilities




• Retraining of existing software developers in ERP

• Extensive training of end users

• Use of consultants to lead implementation and training

• A respected and effective champion of ERP within the organization




• Effective and continuous communication

• Top-notch systems analysts

• Retaining analyst throughout project and beyond

• Sensitivity to user resistance with new systems



Success Stories

• Autodesk (computer aided design software maker)

Reduced delivery time from two weeks to less than 24 hours

• IBM Storage Systems Division

Reduced time to re-price – 5 days to 5 minutes

Time to ship a replacement part – 22 to 3 days

Time to complete a credit check – 20 minutes to 3 seconds



Success Stories

• Fujitsu Microelectronics

Reduced the cycle time for filling orders – from 18 days to 1.5 days

Time to close financial books – from 8 to 4 days



Horror Stories

• FoxMeyer Drug – software helped drive the company into bankruptcy

• Dell computer – software will not fit its decentralized management model

• Applied Materials – overwhelmed by the organizational changes involved

• Dow Chemicals – spent seven years and 500 million dollars on R/2 – now starting again with R/3

• Hershey’s – missed timely deliveries



Reasons for failure

• Software logic and the company strategy may not match!



Conclusions

• ERP – has great potentials for integrating organizational information systems

• Also has great risks

• Enterprise systems need to be implemented after careful thought and as a part of a firm’s overall strategy

ERP (Enterprise Resource Planning)

Documents

Transcript of ERP (Enterprise Resource Planning)