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Carol Ptak is currently freelancing and was most recently at Pacific Lutheran University as Visiting Professor and Distinguished Executive in Residence after years of executive management experience at PeopleSoft and IBM Corporation as well as many years of consulting expertise. Previously, Ptak served as the vice president and global industry executive for manufacturing and distribution industries at PeopleSoft. Here she developed the concept of Demand Driven Manufacturing (DDM) as an overall product and marketing strategy to align product development, market awareness and demand generation. Her innovative approach is credited with significantly improving the company’s position in the manufacturing industry software market and earned her national recognition in publications such as CFO Magazine and the New York Times. Prior to her accomplished record at PeopleSoft, Ptak spent four years at IBM Corporation starting as a member of the worldwide ERP/SCM solutions sales team and quickly rising to the position of global SMB segment executive. From 1993-98, Ptak owned Eagle Enterprises, a consulting firm that promotes company-wide excellence through education and successful implementation.

Chad Smith is the co-founder and Managing Partner of Constraints Management Group (CMG: www.thoughtwarepeople.com), a services and technology company specializing in pull-based manufacturing, materials, and project management systems for mid-range and large manufacturers. Clients include LeTourneau Technologies, Boeing, Intel, Erickson Air-Crane, Siemens, IBM, The Charles Machine Works (Ditch Witch), and Oregon Freeze Dry. Chad and his partners have been at the forefront of developing and articulating Demand Driven MRP. Chad is also an internationally recognized expert in the Theory of Constraints (TOC).

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1 internautes sur 1 ont trouvé ce commentaire utile  Par Mondon le 26 janvier 2014
Format: Relié Achat vérifié
DDMRP répond enfin à nos besoins de cohérence opérationnelle entre Lean, 6 sigma, TOC et l'utilisation toujours indispensable des MRP et DRP pour que les Supply Chains répondent aux objectifs de service client avec des délais aussi réduits que les stocks, dans des marchés toujours plus fluctuants, où seules les autruches cherchent encore à fiabiliser les prévisions détaillées. Avec en plus un management visuel simple des priorités pour le planificateur comme pour le responsable du processus S&OP... A réserver à ceux qui sauront reconvertir la simplification drastique de leurs processus de planification en innovations.
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Format: Relié Achat vérifié
Great overview of the supply chain and its contstraint in the modern world low volume-high mix context. The key word is DDMRP.
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22 internautes sur 22 ont trouvé ce commentaire utile 
DDMRP - The right driver at the controls - Customer Demand 10 juin 2011
Par ToCPaddy - Publié sur Amazon.com
Format: Relié
This new edition very lucidly replaces inventory from the driver seat with customer demand. This ground breaking approach - that combines best practices of Theory of Constraints and Lean - answers questions that most Planning personnel have, regardless of size and industry and what type of MRP they are currently using. And the best part is that the concepts (along with matching technology tools) outlined in this book have been implemented across industries with astonishing results. DDMRP approach covers the whole gamut of supply chain - purchase parts, all through the bill of materials to finished goods and finally to distribution. The bottom line results are counter intuitive - higher service levels, while inventories go down! That is something no executive would like to leave it on the table. Hence a must read for executives in Sales, Operations and Financial disciplines.
20 internautes sur 20 ont trouvé ce commentaire utile 
Groundbreaking insights for manufacturing and supply chain 3 juin 2011
Par Erik Bush - Publié sur Amazon.com
Format: Relié
The heart of any supply chain is manufacturing and this book provides a major advance in strategies and tactics for managing the flow of materials through a manufacturing company. In spite of the market buzz in recent years about the importance of Supply Chain performance little has been done to address the shortcomings of traditional material requirements planning (MRP) tactics and technology.

Chad Smith and Carol Ptak have addressed the shortcomings in MRP in their book. They have brought forward the key insights that will allow companies to achieve substantial improvements in order fill rates, compress order lead times while concurrently reducing their inventories and working capital. They have described in very clear terms the core challenges that exist today and the changes that must be implemented to achieve substantial and sustainable performance improvements. It should be noted that they have worked with a wide range of companies who've applied their tactics and achieved incredible results.

This book will be a key tool for material planners, procurement leaders, plant managers and senior manufacturing executives alike.

I highly recommend this book.
22 internautes sur 23 ont trouvé ce commentaire utile 
Fresh thinking on MRP 29 mai 2011
Par John Ricketts - Publié sur Amazon.com
Format: Relié
Orlicky's MRP has been an authoritative source of information about Material Requirements Planning for decades. I remember how the first edition, with its distinctive orange cover, changed manufacturing and inventory control by showing how computers could automate calculations and record keeping that were previously impractical. Nearly two decades later, Plossl's second edition incorporated innovations such as Just-in-Time Manufacturing and Total Quality Management.

In the decades since the second edition, however, profound changes have occurred in the fields of manufacturing and inventory control, and in the information technology that supports them. Global supply chains and global markets today require different management practices from those that used to prevail. Lean Manufacturing and Six Sigma are no longer novelties. And IT today can do things that Orlicky and Plossl could not have envisioned.

In the third edition, Carol Ptak and Chad Smith show how recent insights are once again altering how MRP is implemented and used. For instance, driving parts requirements completely through the bill of materials is now known to be unnecessary, and sometimes counter-productive, because it contributes to excess inventory in some areas while simultaneously creating shortages elsewhere. The solution, demand driven planning, is covered in this edition, as well as synchronized replenishment, project manufacturing, process manufacturing, remanufacturing, and more.

I was able to review the third edition before it was published, so I know that it introduces a considerable amount of new material. For anyone wanting to know where cutting edge thinking is on MRP nowadays, this is it.
17 internautes sur 17 ont trouvé ce commentaire utile 
Why our Planning systems are broken, and the practical fix - in detail 3 juin 2011
Par Steve Jackson - Publié sur Amazon.com
Format: Relié
Very few manufacturing or supply chain executives, practitioners or IT specialists realize that under the hood of the leading-edge, (multi) million dollar ERP systems in use in their factories or their supply chain there's a chunk of logic created more than 50 years ago that is NOT aging well, and that largely condemns many of them to a life sentence of trying to fix their broken planning systems without knowing even where to start.

This new edition of Orlicky's classic book is the first text I'm aware of that highlights the problem with absolute clarity (and some very blunt talk), explains exactly how the problem emerged, explains exactly the nature and scale of the multiple performance issues that companies are experiencing as a result (and which type of companies suffer the most), then offers a roadmap - 150 detailed pages that are worth many times the price of the book, by themselves - of exactly what has to be changed, and what it needs to be changed to, in order to fix the systems and make the problems shrink or even disappear.

More, as proof of concept, the authors can name those companies that have indeed applied the fix, and achieved superb results that their executives are proud to describe and to explain in public, in conferences and in videos. Substantial inventory reduction, with extremely high order fill rates and customer service levels, with reduced operating expenses. The holy trinity of the manufacturing and supply chain world, implemented repeatedly in real, often complex, manufacturing environments.

In effect, this book pulls MRP into the 21st century, and explains how the MRP logic is both more necessary than ever in many environments - basically, as a requirements calculator to perform the heavy lifting in complex environments subject to constantly changing realities - as well as how it's become more damaging than ever, because of the impact of the volatility and the variability that have increased so comprehensively in recent years.

The book also explains - with a great deal of support - exactly how Lean thinking, as it's been applied in the West, has often made the problem even worse. And why the calls to turn-off the MRP systems in many companies going through the Lean transformation could be the worst path those companies could take - especially when there's a much faster, much more powerful solution that reconciles - without compromise - the "Pull" demands from the Lean advocates with the MRP justifications of the material planners and purchasers. Both "sides" are proven right, and both sides can have their crucial needs met.

Perhaps best of all, in the current climate of "movements" and "tribes," the solution proposed in this book doesn't have to, or try to, take sides. It's simply pragmatic. Those aspects of MRP logic that still provide value are at the core; but elements of Distribution Requirements Planning (DRP) are reflected also, while Theory of Constraints concepts are used as the basis for protecting against volatility, and Lean concepts are reflected in terms of the shape of the performance improvements - low inventory, high velocity, high visibility, reduced costs, and great customer service.

On my web site, in a survey of manufacturing managers and practitioners taken over several months, more than 60% of respondents said inventory performance issues had been a problem for years; 50% said service levels had been unsatisfactory for years; 57% said expediting expenses had been a problem for years; and most telling of all, 56% said these problems had survived multiple implementations of manufacturing systems. In fact, 59% said there were too many "workarounds" that employees have devised precisely because they couldn't perform their work effectively within those formal planning systems. And the list of systems they are using is a who's who of the modern ERP world.

These are precisely the core performance problems addressed head-on within this book; and exactly why the book is a must-read.
14 internautes sur 14 ont trouvé ce commentaire utile 
Applause from one of the original MRPers 26 juin 2011
Par Bob L. Reary - Publié sur Amazon.com
Format: Relié
For those of us who participated in the MRP revolution in the early days, Orlicky's book was essential reading. Dick Ling and John Sari had me read it in 1975 while Dick was inventing Master Production Scheduling. I think no other book in my entire career provided for me and my peers as good a framework for helping manufacturing companies improve their operations and return more value, and for giving us productive and extremely useful work.

Over the years many things changed in manufacturing thinking, and conflicts arose. For instance: should planning be king (advanced planning), or execution (JIT/Lean)? Orlicky even in the early days had helped us to at least establish a formal process for synchronizing planning and execution, something that had never been done before.

But now, Carol and Chad have, with the Third Edition, put us in a new vantage point--one where all the conflicts can finally be resolved because these two great thinkers are masters at getting to the science behind the concepts. They show us how modern MRP practitioners can apply powerful and pragmatic solutions and some brilliant new directions, undertaken without the tired compromises we have dealt with for 2 decades or more. That is what the new Orlicky book does. It takes us to new ground. It shows us how to turn our uncertain world of markets and logistics and processes into a stronger tool, and not just an obstacle to be overcome.

Carol and Chad: as one of the original MRPers, I applaud you and thank you for your work, and for advancing, with this book, our science more than any other has done in many years.
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