Abstract: Chemtech Plastics Inc., an injection molding company founded in 1982, believed technology could help it obtain an edge over the competition—but the first generation software it was using had some limitations, and many of its processes were manual. By implementing an industry-specific enterprise resource planning (ERP) system, Chemtech has doubled its sales volume to more than $20 million (USD) in the last seven years.

Abstract: Chemtech, a plastics injection molder, experienced doubled sales, achieved a 99.7 percent on-time delivery rate, and generated time savings and process efficiencies after implementing DTR Plastics ERP. In fact, after running this application for seven years, they were winning new clients as a result of being able to handle more demanding orders, and provide more comprehensive documentation.

Abstract: Most of the manufacturing software vendors have planning and scheduling software which assume either infinite production capacity for calculating quantities of raw material and work in progress (WIP) requirements or infinite quantities of raw and WIP materials for calculating production capacity. There are many problems with this approach. This paper discusses the pitfalls of this approach and how to avoid these by making sure that the software you buy indeed takes into account finite quantities of required materials as well as finite capacities of work centers in your manufacturing facility.

Abstract: Primarily due to rapid development of technology in the past thirty years, the market structure throughout the world has changed considerably. Local markets have become accessible to foreign manufacturers, who are able to perform well in their newly established territories in part due to their superior application of technology. In this light, most companies, including small and medium size, have embedded globalization in their expansion strategies, consistently seeking for new markets abroad. Consequently, local manufacturing companies are facing global competition, forcing them to adopt new concepts with respect to people, process and technologies. This document describes these approaches to production planning in detail as well outlines a software solution. The software solution (Production/3) combines both pull and push techniques and enables small to medium size organizations to fully automate their production system while retaining their investment in their legacy enterprise resource planning (ERP) systems.

Abstract: With a turnover of CHF 85 billion and 470 sites, Nestle is the world's largest food group. Learn how Nestle is able to plan its production and to accommodate finite capacity calculations in terms of manpower and material resources, strategic material availability, and through the significant production constraints of Nestle's different production environments.

Abstract: Enterprises understand the value of integration. One area that has been ignored is the plant. Plant systems and corporate systems must be complementary and leverage each other to provide their maximum value. Production intelligence provides both integration and valuable information which is not available in either type of system.

Abstract: There is no one process used when manufacturing plastic products, since manufacturing methods depend on the final product. Indeed, products range from injection molding and plastic extrusion, to extrusion blow molding, injection blow molding, stretch blow molding, and thermoformed plastics.

Abstract: General enterprise resource planning (ERP) providers, even those which are viable companies with a solid product, typically do not meet the tricky requirements that are vital to the plastics industry and related so-called mill or material converter businesses.

Abstract: Diamond Plastics has a nation-wide network of PVC pipe manufacturing facilities. After years of customizing its financial software, the company was unable to upgrade to newer versions. The existing system also could no longer accommodate the company’s continued growth. Needing a new accounting and business management system, Diamond chose to implement Microsoft® Dynamics AX. Find out about the near-flawless transition.

Abstract: As a plastics molder, Dreco Inc. required an enterprise resource planning (ERP) system that could manage its sizeable inventory. The original application it had purchased ten years earlier delivered a minimum of manufacturing functionality at the greatest possible expense. What did Dreco do about it? It replaced the old system with an industry-specific ERP system, and is now realizing a significant return on investment.

Abstract: Learn how Eastern Plastics, a small precision plastic machining, design, and assembly company, implemented an integrated solution and document management system to aid in its growing, international business.

Abstract: Engraving materials supplier Johnson Plastics needed a way to stay ahead of the competition. To leave a lasting impression on customers, Johnson knew that fulfilling its promise of next-day shipping was priority number one. But an outdated enterprise resource planning (ERP) system was preventing Johnson from realizing that goal. Learn about the solution the company chose to integrate its entire multiwarehouse operations.

Abstract: Project portfolio management (PPM), once a solution only larger organizations could afford, enables companies to analyze, recommend, authorize, activate, expedite, and monitor projects. In recent years, however, small to medium businesses have been able to benefit from PPM too, through software-as-a-service models of this tool.

Abstract: There are two types of project portfolio management (PPM) solutions for professional services organizations (PSO). For smaller PSOs, best-of-breed vendors provide hosted solutions with out-of-the-box integrations, while integrated PPM solutions provide the complete back-office systems preferred by many larger PSOs.

Abstract: Many companies recognize the need for project portfolio management (PPM) and implement a solution, but encounter cultural resistance to the initiative. Yet other companies can integrate PPM with virtually no resistance. The difference is the readiness for and acceptance of change in the company. Learn how to avoid the pitfalls, adhere to proven best practices, and realize the benefits and huge return on investment (ROI).

Abstract: Project portfolio management (PPM) software can provide a dynamic decision-making process for assessing projects such as portfolios, prioritizing projects, and allocating limited resources to meet key organizational objectives. Using PPM can also help you better align and manage your people, projects, and processes—giving you the ability to react quickly to change and minimize risk in the current declining market.

Abstract: Research shows that companies implementing product portfolio management (PPM) solutions achieve greater success in profitability because of their ability to monitor product value throughout the product selection and development processes. With the ability to evaluate this information through PPM capabilities, companies can take corrective action to maximize product value during new development—or kill projects that won’t deliver sufficient returns.

Abstract: Project portfolio management (PPM) is a hot topic, and there’s no shortage of related advice. However, much of the current advice is incomplete—or flat-out wrong. Before purchasing a tool, buyers should familiarize themselves with established theories for valuing projects. Armed with understanding, they can avoid getting 'burned' by the unsuitable PPM tools that are being pushed in the marketplace.