Task 4 Information Systems Initiatives

These initiatives either provide or improve a fundamental capability. Examples are ERP implementation (Chapter 22), implementation of proactive systems (Chapter 28), or improvements in information systems management practice. The rest provide supporting technology for other efforts, which is the appropriate emphasis for supply chain improvement. The decision support category focuses on the enabling technology to improve decision making tools. 

Implementation or upgrading of basic capabiiities that support multipie departments and processes. 

Action pians to change systems in response to process redesign conducted in other initiatives, mostiy Ukeiy in the cost reduction category. 

Measures to improve the abiiity to make connections with outside partners. The partnerships are Ukeiy aiso covered in the partnership initiatives. 

Development of tools to improve decision making in the supply chain. 

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Having selected the right sponsor and identified key advocates, the next task is to sell them on the concept of PSM—and the need for an effective system within your company. The first step in any selling situation is to know your audience. It is up to you to do some informal research on the person or people you want to endorse PSM look for insights into their business priorities, their track records with comparable initiatives, and their professional backgrounds. This will help you ... 

Knowing what functions or tasks are to be performed by humans permits the development of initial staffing strategies. Consideration should also be given to work load. It is also necessary to begin to examine the information and response requirements needed to operate the system. 

The SOP and the protocol are the foundation of the validation process. The next step is to identify all the existing computer systems. One means of accomplishing this task is to send a survey form to all managers requesting information about computers used in their departments. Once this initial data is collected and analyzed, it is prudent to walk the buildings, room by room, blueprint in hand, to verify the information. 

Chiral auxiliaries play a key role in the scale up of initial samples of materials and for small quantities. In addition, this method of approach can be modified to allow for the preparation of closely related materials that are invariably required for toxicologic testing during a pharmaceutical s development. There are a number of advantages associated with the use of an established auxiliary The scope and limitations of the system are well defined it is simple to switch to the other enantiomeric series (as long as mismatched pairs do not occur) concurrent protection of sensitive functionality can be achieved. This information can result in a short development time. The auxiliary s cost has the potential to be limited through recycles. However, the need to put on and take off the auxiliary unit adds two extra steps to a synthetic sequence that will reduce the overall yield. Most auxiliaries are not cheap, and this must be considered carefully when large amounts of material are needed. Finally, because the auxiliary has to be used on a stoichiometric scale, a by-product—recovered auxiliary—will be formed somewhere in the sequence. This byproduct has to be separated from the desired product sometimes, this is not a trivial task. 

The tasks of the analyst and the manager of the laboratory, as outlined in Figure 1, are redefined with the incorporation of expert systems into the laboratory procedures. Initially, the tasks which are to be performed by the expert system will be rudimentary and repetitive. Nonetheless, the manual performance of these tasks still requires the judgement and expertise of an analytical chemist or a skilled technician. An array of expert system modules can be incorporated into the normal functions of a fully automated laboratory information management system (a LIMS). The LIMS software would then be able to perform the following operations. 

Implementation should be done in gradual steps. One should not put in mote functions and reports initially than can be managed. It may take one or two years for an organization to implement completely a new WMS. Employees should not receive more information than they need to perform their tasks. At the same time, managers should receive summary information on system performance, with details reported only for exceptions. Whenever possible, management reports should include utilization of labor hottrs by activity type and capacity utilization for equipment. 

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