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86 SMT007 MAGAZINE I MARCH 2019 ages (Figure 5) for discreet product manufac- turing are: 1. Jumbled Flow (Job Shops) • Traditional MRP with varied routings • Material-based backward scheduling • Individual shop orders 2. Disconnected Line Flow (Batch) • Lot control • Serial number BOM effectiveness • 7000.1 cost accounting compliance 3. Connected Line Flow (Assembly Line) • Fixed routing cumulative MRP • Backflush inventory • Daily or weekly schedules 4. Continuous Flow (Process) • Capacity-based forward scheduling MRP III systems will not be made obsolete by CIM or automation; just the opposite will be true. As manufacturing systems become more dependent on systemization to control the mechanization, manufacturing planning and control function will become more indispens- able. Ten years ago, MRP was essential for: • Capacity requirements planning • Cost accounting • Forecasting • Master production scheduling • Material requirements planning • Order entry • Purchasing distribution • Resource planning • Resources requirements planning • Shop floor control Today MRP II (III) has added: • Computer drawing graphics • Demand-pull interfaces • Group technology • Manufacturing decision support • Preventative maintenance • Production documentation • Simulation throughput optimization MRP III centers on the fundamentals of ma- terials, and production planning and control. It stresses accurate data that increases visibility into manufacturing. MRP III provides a com- mon language for communication—a com- pany game plan that calls for company-wide teamwork and discipline to make it work. It is a basic, comprehensive approach to run- ning a manufacturing operation. There are a large number of MRP III general-purpose systems available today at a very reasonable cost. There are also two or three MRP III sys- tems designed specifically for printed circuit fabrication [3] (Figure 6). Consideration of Advanced Technologies As mentioned earlier, 40% of po- tential performance improvement is contributed by advanced manu- facturing technology. In applying the principle of flexibility to new equipment, processes, or materi- als, one can design the automated system to handle a wide variety of operations—not just one or two. Part of making the system flexible is building into its requirements the capability of adding new tech- nology or replacing parts with new technology as it becomes available. This will require staying informed Figure 6: Business and technical systems software come in many varieties and complexities. Sales/Order system Accounting AR/AP Freight management Stores management Work order grouping Production control Yield quality systems Schedule optimization Group technology NC tape preparation Simulation Direct numerical control Unit operation control Complexity Business data processing Processes & automation Business content Technical content Robotics