Journal of
Systemics, Cybernetics and Informatics
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ISSN: 1690-4524 (Online)


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Editorial Advisory Board's Chair
William Lesso

Editor-in-Chief
Nagib C. Callaos


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The International Institute of
Informatics and Systemics

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No Warranty Express or Implied: Why Do We Have So Many Problems With the Computer Systems That Pervade Our Lives?
John W. Coffey
(pages: 1-6)

Can You Hear Me Now? An Innovative Approach to Assess and Build Connections with Online Learner’s
Tina M. Serafini, Risa Blair
(pages: 7-11)

End-to-end Security with Translation
Kevin E. Foltz
(pages: 12-17)

(Assistive) Technology at the Point of Instruction: Barriers and Possibilities
Lorayne Robertson
(pages: 18-24)

Supplementing Multiple Modalities and Universal Design in Learning with Goal-Setting
Russell Jay Hendel
(pages: 25-30)

Experts Informing Experts
Robert Hammond
(pages: 31-35)

Internet of Things – A New Epistemic Object
Rolf Dornberger, Terry Inglese, Safak Korkut
(pages: 36-44)

An Experiment in Interdisciplinary STEM Education: Insights from the Catholic Intellectual Tradition
Fr. Joseph R. Laracy, Thomas Marlowe, Fr. Gerald J. Buonopane
(pages: 45-53)

Big History Understanding of Complexity, Informatics and Cybernetics
John L. Motloch
(pages: 54-60)

Flourishing Organizations
Maria Jakubik
(pages: 61-72)

Pros & Cons of Smart ICT in Some Governmental Applications
Dusan Soltes
(pages: 73-75)

Information Exchange in Vehicles Ad-Hock Networks
Tomas Zelinka
(pages: 76-80)

Living in a Digital World: Improving Skills to Meet the Challenges of Digital Transformation Through Authentic and Game-Based Learning
Margit Scholl, Frauke Fuhrmann
(pages: 81-86)

Psychotherapy via the Internet as a Novel Tool for Clinical Use
Ulrich Sprick
(pages: 87-94)

Technology Intercepts for Cyber Security Applied to Critical Infrastructures
Mario La Manna
(pages: 95-100)

“And Then a Miracle Occurs …” – Engaging the Challenge of Operationalizing Theories of Success in Digital Transformation
Michael Von Kutzschenbach
(pages: 101-105)

Multidisciplinary Learning Extends Communication Skill, and Helps Cross Cultural Understandings: Biomedical Engineering
Shigehiro Hashimoto
(pages: 106-112)

Integrating Teaching, Research and Problem Solving: An Experience in Progress in the Mucuri Valley Region (Brazil)
Leônidas Conceição Barroso
(pages: 113-118)

Meeting Learning Challenges in Product Design Education with and through Additive Manufacturing
William Lavatelli Kempton, Steinar Killi, Andrew Morrison
(pages: 119-129)

Creating and Using Symbolic Mental Structures via Piaget’s Constructivism and Popper’s Three Worlds View with Falsifiability to Achieve Critical Thinking by Students in the Physical Sciences
Matthew E. Edwards
(pages: 130-134)

Creativity in Higher Education: Comparative Genetic Analyses on the Dopaminergic System in Relation to Creativity, Addiction, Schizophrenia in Humans and Non-Human Primates
Bernard Wallner, Sonja Windhager, Katrin Schaefer, Martin Fieder
(pages: 135-142)


 

Abstracts

 


ABSTRACT


College Students Understanding of Production Management and Master Production Schedule through Using a Real World Tool, Complimented with Company Tours and In- Class Visits, Provides an Excellent Learning Experience at Farmingdale State College

Jill Anne O’Sullivan


Manufacturing is playing a significant role in its re-shoring into America. Companies are grappling with ways to obtain that competitive advantage by distinguishing themselves through their intellectual capabilities, process improvements, technology, people, shop floor management and information flows.

The purpose of this paper is to describe the effort at Farmingdale State College to educate our students in understanding Production Management and Master Production Schedule (MPS). We are trying to prepare students for entry into the workforce. By using a Real world ERP tool in the classroom while complimenting this learning with touring local manufacturers who use this tool and having production control experts in our classrooms. [1]

The opportunity presents itself for these students to visit real world manufacturers using the same tool these students use in the classroom, the Infor Visual ERP. Each semester students go to a local manufacturer to see how the product is made and the ERP system is used to make it. Each semester a subject matter expert, SME, in manufacturing comes into the class and talks about how they use their ERP to perform their functional responsibilities. Students go into these companies and sit down with these Production Manufacturing and IT SME’s to see how they use the modules in their ERP system from estimating, Production Management, MPS to delivery and payment. From the manufacturing window to the Master Schedule Window students learn from these companies SME’s just how they perform their functions, how they use this tool. Then that is replicated this in the classroom lab assignments for students to better understand Production Management, scheduling and work order integrity. They identify the desired schedule (forecast) and populate a Master Production Schedule. They create a BOM with work orders adding operations and material.

The Production Management/Control is the function of directing or regulating the movement of goods through the entire manufacturing cycle from the requisitioning of raw material to the delivery of finished products. (APICS Dictionary 13th Edition)

The Master Production Schedule is often a major component of Sales and Operations Management. The purpose of the Master Schedule is to translate the Sales forecast into a Production Plan that must be executed by the organization. The Master Schedule is the demand side of the equation and must represent the customers’ needs. In this way the Master Scheduler can give manufacturing its best chance for success.

Master Production Schedule (MPS): The MPS should be closely aligned with the Sales Forecast. Students enter a Sales Forecast into the system similar to what they have seen at the companies. Students see how it is the liaison between the Sales Forecast and a production work order. Its function is to translate the Sales Forecast into a viable production schedule that supports the customer requirements, while taking into account shop floor constraints. The MPS must support the Sales Forecast and customer demand. Students learn the importance of this in their lab assignments. They identify and enter shop floor resources.

Students learn that companies should never chase supply they should chase demand and manage supply. Supply can mean, purchased parts, and externally produced parts, internally made items, internal machine or labor constraints. The student’s comprehension of this topic, concept and knowledge is significantly enhanced due to the tours to local manufacturers and the individuals that come into the class to discuss these functional areas and the processes they perform in their organizations.

[1] J. O’Sullivan and G. Caiola, Enterprise Resource Planning a Transitional Approach from the Classroom to the Business World, The McGraw-Hill Companies, 2008.

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