Departemen Teknik Industri FTI-ITB
TI-3122 Perencanaan dan Pengendalian Produksi
Enterprise Resource Planning
Laboratorium Sistem Produksiwww.lspitb.org
©2003
Departemen Teknik Industri FTI-ITB
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)
Departemen Teknik Industri FTI-ITB
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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.
Departemen Teknik Industri FTI-ITB
TI3122-Perencanaan dan Pengendalian Produksi - Minggu 14 4
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
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Tujuan ERP
ERP
Integrasi
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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
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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
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TI3122-Perencanaan dan Pengendalian Produksi - Minggu 14 8
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
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TI3122-Perencanaan dan Pengendalian Produksi - Minggu 14 9
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
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Why ERP?• Reducing workforce in core transaction
processing systems
• Supporting global business
• Achieving economies of scale
• Reducing information systems development staff
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Why ERP? (cont’d)
• Improving customer service
• Improving data integrity
• Improving decision support
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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
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Software Komersial
• Banyak tersedia software ERP komersial antara lain:
SAP
ORACLE
BAAN
J.D. Edwards, dll
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Contoh: SAP
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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
Departemen Teknik Industri FTI-ITB
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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
Departemen Teknik Industri FTI-ITB
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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
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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
Departemen Teknik Industri FTI-ITB
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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
Departemen Teknik Industri FTI-ITB
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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
Departemen Teknik Industri FTI-ITB
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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
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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
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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
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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
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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
Departemen Teknik Industri FTI-ITB
TI3122-Perencanaan dan Pengendalian Produksi - Minggu 14 26
Critical Success Factors of ERP
• 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
Departemen Teknik Industri FTI-ITB
TI3122-Perencanaan dan Pengendalian Produksi - Minggu 14 27
Critical Success Factors of ERP
• Effective and continuous communication
• Top-notch systems analysts
• Retaining analyst throughout project and beyond
• Sensitivity to user resistance with new systems
Departemen Teknik Industri FTI-ITB
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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
Departemen Teknik Industri FTI-ITB
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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
Departemen Teknik Industri FTI-ITB
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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
Departemen Teknik Industri FTI-ITB
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Reasons for failure
• Software logic and the company strategy may not match!
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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