Abstract

Manufacturing Resource Planning (MRP) is a widely used approach through manufacturing environments in a variety of sectors. With a tendency to go to specialized, smaller lot sizes in several industries (e.g., the pharmaceutical sector), companies are dealing with capacity bottlenecks if the planning rhythm wheel is not well calibrated or when production lines are not flexible enough in terms of changeover (C/O) and set-up times (S/U) (OEE is too small). A well-established communication system including other enterprise resources or production factors (e.g., Enterprise Resource Planning, ERP) is favorable to any extent. More and more questions arise from stakeholder communities and end-users on whether or not supply chains and manufacturing environments are sustainable and safe. Departments such as Environmental Health, Safety & Sustainability (EHS & S) and Product Stewardship are too often at the “blind” side of the ICT interface. When it comes to product and organizational sustainability, data seems to be lacking in order to conduct sustainability assessments proficiently. Years of intensive research and experience proved that primary data to perform sustainability assessments often are measured through equipment control sensors (e.g., flow rates, temperatures, etc.) and sent to PLCs and many other systems. Nevertheless, these data measurements are in many cases simply not penetrating through the Manufacturing Execution Systems (MES) because these bottom-up engineering data seems to be of little value to planning, procurement, etc. This communication paper deals with how sustainability assessments can be embedded in business operational management systems. After all, who does not want a “live Carbon Footprint” for process improvements and external sustainability reporting instead of a series of expensive resource consuming studies of 4 to 6 months digging into data logs in traditional Life Cycle Assessment (LCA)? This communication paper has taken one step further in coupling business ERP systems with environmental sustainability of products, services and enterprises.

Highlights

  • IntroductionWhen Goldratt first introduced his Theory of Constraints (ToC) in The Goal (1984) and The Critical

  • When Goldratt first introduced his Theory of Constraints (ToC) in The Goal (1984) and The CriticalChain (1997), he did refer to manufacturing Value Chains (VCs) sending the boy scouts on the narrow forest trail [1,2]

  • Well considered business models can ensure process data sharing with a certain degree of aggregation and black box modelling throughout the Supply Chain (SC) to enhance the use of primary process data of suppliers for e.g., sustainability assessments through Life Cycle Assessment (LCA)

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Summary

Introduction

When Goldratt first introduced his Theory of Constraints (ToC) in The Goal (1984) and The Critical. Environmental LCA has extensively been used since the past decade to assess whether or not a (established, enabling or prospective) technology or product is environmentally sustainable, to perform eco-design, for sustainability reporting, to comply with NGO requests, but above all for internal process optimization [11,12,13,14,15,16,17,18]. To this extent it overlaps strongly with the field of Operational Excellence (OE) and the Lean heritage. Potential Bottlenecks in the Integration of Process Modelling and Enterprise Resource

Data Management in Organizations
Enterprise
Data Penetration through MES
Supply Chain Transparency
Supply Chain Reliability
Different Languages
A Common Framework
Conclusions and Outlook
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