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
Badinelli, Ralph D.
Kleiner, Brian M.
Koelling, Charles Patrick Committee Chair
  • organizational performance
  • manufacturing computer systems
  • enterprise resource planning (ERP)
  • MRP usage
Date of Defense 1997-03-19
Availability unrestricted
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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