Tull W L, Norman R L
Mason & Hanger Company, Amarillo, TX.
Hosp Mater Manage Q. 1994 Aug;16(1):15-8.
This article addresses the continued need for the behavior change process that must be managed long after materiel requirements planning (MRP II) implementation. Mason & Hanger, Pantex Plant is the final assembly and dismantlement facility for all United States nuclear weapons. On October 1, 1990, Mason & Hanger implemented a full production cutover to MRP II. One year later, following class A certification, the MRP II implementation team is still actively managing the change process through education and training programs and overall continuous improvement initiatives. Actual behavior change problems are identified together with the proven solutions implemented in a government-owned, contractor-operated facility environment. Performance measurements ranging from senior management planning to shop floor accomplishments and cost variance reports are shown as normal management tools used to identify target improvement areas.
本文论述了在物料需求计划（MRP II）实施很久之后仍需持续管理的行为改变过程。梅森&汉格公司潘太克斯工厂是美国所有核武器的总装和拆解设施。1990年10月1日，梅森&汉格公司全面切换至MRP II进行生产。一年后，在获得A级认证后，MRP II实施团队仍在通过教育培训项目和全面的持续改进计划积极管理变革过程。在政府所有、承包商运营的设施环境中，识别出了实际的行为改变问题以及已证实的解决方案。从高级管理层规划到车间绩效和成本差异报告等绩效衡量指标，都作为用于识别目标改进领域的常规管理工具呈现出来。
