Title page for ETD etd-24131773971961


Type of Document Master's Thesis
Author Cheng, Patty W.
URN etd-24131773971961
Title Effective Use of MRP-Type Computer Systems to Support manufacturing
Degree Master of Science
Department Industrial and Systems Engineering
Advisory Committee
Advisor Name Title
Dr. C. Patrick Koelling Committee Chair
Dr. Brian M. Kleiner none
Dr. Ralph D. Badinelli none
Keywords
  • manufacturing computer systems
  • organizational performance
  • enterprise resource planning (ERP)
  • MRP usage
Date of Defense 1997-03-19
Availability unrestricted
Abstract
Within the last 30 years, Manufacturing Resource

Planning (MRP-type) computer systems have quickly

evolved from basic materials requirement planning

software to today’s enterprise resource planning (ERP)

integrated software packages that reside on client/server

computer architecture. However, given the magnitude of

influence these computer systems encompass, very little

research has been conducted to monitor and improve

how companies are actually using these MRP, advanced

MRP and ERP computer systems. In practical terms,

where is the typical manufacturing organization today in

terms of MRP systems development? To what extent is

software being applied for use in enterprise integration?

A survey study of manufacturing companies in Virginia

and Tennessee was conducted to evaluate the current use

and performance of computer systems to support

manufacturing applications. This study explores the

reasons why organizations chose to use these systems,

the problems and benefits derived from the MRP/ERP

systems, and the characteristics of the types of companies

that have benefited from the use of MRP-type systems.

The survey participants evaluated the performance of

their manufacturing or enterprise planning systems on the

basis of data accuracy, customer satisfaction, user

satisfaction, systems effectiveness, convenience,

information relevance, and software reliability.

Furthermore, success factors associated with

organizational performance were tested and evaluated.

The correlation between perceived performance was

tested against the influence of upper management support,

the level of emphasis on training, sources of technical

expertise, and organizational experience with MRP-type

systems.

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