The wonderful TLA ERP. We have heard this term used for last two decades, but what does it really mean and, in particular, how does it help in today’s changing world. Well, let’s start by expanding the TLA: ERP stands for Enterprise Resource Planning.
The purchasing and management of spares for the daily operation, maintenance and repair of production and manufacturing equipment is often a complex, time and resource consuming issue for most organisations. It is, however, critical to maintaining continuity of production and avoiding costly downtime, says Brammer UK’s managing director, Ian Ritchie
The purchasing and management of spares for the daily operation, maintenance and repair of production and manufacturing equipment is often a complex, time and resource consuming issue for most organisations. It is, however, critical to maintaining continuity of production and avoiding costly downtime, says Brammer UK’s managing director, Ian Ritchie.
The recent release of government’s national skills strategy ‘Skills for Growth’ provided the latest in a long line of calls for a more married up approach to skills provision which would see educators work with industry to provide ‘real world’ skills rather than token qualifications. The food and drink industry believes it is leading in this regard. Mark Young explores
Laurence Olins, chairman of Poupart Ltd, a leading international supplier of fruit and vegetables to supermarkets and the non-retail sector, tells Will Stirling why the right ERP system has been critical to its fast moving, low margin business model where information control is everything.
With 3D design software playing an increasingly critical role in 21st century manufacturing, Edward Machin meets Autodesk’s “Buzz” Kross to discuss digital prototyping, paradigm shifts and the onset of a menuless product environment
April 1, 2010 will undoubtedly mark the beginning of metric time keeping, the retirement of Wayne Rooney and the collapse of the London Bridge. Just joking.
Lean does not always work. The reasons are manifold, but the common denominator is often in the identification of the root business problems the company is trying to solve. Prof Daniel Jones and David Brunt of the Lean Enterprise Academy often ask, therefore, “What is your problem?”
Is management communication of a corporate culture and values to its workforce little more than a mantra? The evidence, says Colin Chinery, is both compelling and damning.
