ERP IMPLEMENTATION PROBLEMS TO GET ALL IN AUTO MODE

ERP Implementation

In Army we had many software’s introduced in the Mid 2000 period when IT revolution was at its peak. Not all implementation were successful. The reasons are common today in many industries also where heavy investment occurs and its implementation does not take place at desired level.

In army I knew that my shop floor supervisor had no time to feed data on asking spares / monitoring SCM/ Hr issues etc. He felt very uncomfortable as first stock control , accounting system or SCM system, the original process was manual, and was replaced with a computer system He was an operation guy so let him be that. The best way was to keep communication line open,ensure all stake holders are being able to discuss issues and challenges without fear of reprisal, they have to be comfortable with the transition.

Similarly asking every Project manager or a coordinator to start working on ERP in initial stage is futile. There are always pressures on implementation deadlines and shortcuts, not all of which are feasible or desirable. I have now been involved in a number of situations where, lessons have been hard learned

For all Project being converted to IT culture following problems are faced

Everybody thinks it is an IT project why get involved in it when we have our own Infra / operation project

There is no proper ownership of task , planning and control as all are too busy and tied down in actual ground projects.

Everybody perceives that filling of data in stage implementation process is boring.

Everybody finds cumbersome to run two task in Parallel running the new and old system with dynamic data is extremely difficult.

There are own set of time management and resource issue to do Parallel running in the old system as in the new system.

Software problems are a useful excuse for project delays, but they are rarely on the critical path of delivering business benefit.

Solutions in first stage of implementation

Identify the data owners. But do not use all data owners , make a single point of contact where all data owners will submit data in Excel /MS and the ERP person will be tasked to put all data in ERP, All those organization that expect everybody to start using ERP in first couple of months are mistaken.

Remember when computers had come how many were trained and majority picked up on own watching it as an interesting thing. Same is do with ERP, make it available for every task but allow time to build upon the interest , Till then have a team for ERP functioning separate from operation team. This Operational responsibilities for the data including executive ownership need to be defined and agreed.

There will be glitches hence be available for help and support..IT vendors who are making the software do not necessarily know anything about business in general, or your business in particular. So please induct them with Operation teams to let them know what is the requirements.

Work is redistributed as a result of implementation. This almost certainly means that resources need to be redistributed too!. That will also mean adding one odd more person and ensuring no work is affected .

Training doesn't typically happen until just before the ERP goes live, so many businesses often make the mistake of leaving its planning to the last minute. Remember, however, that an ERP isn't simply a different software program but rather a potentially tremendous change in your business practices. Thus, training will involve more than merely learning a new system. Your staff will be undergoing a shift in the way they think about and perform their individual jobs.

The staff and consultants responsible for overseeing the details of your ERP implementation will want to keep in mind how the change will affect not only the entire organization but individual staff and departments as well so that they can design the appropriate training program and schedule accordingly.

Second stage of implementations

It is also important to create an environment that spread the message that You need to change the way you work, not change the software to do it the old way. The new system is not a carbon copy of the old system and you should assume that you will need to change not perpetuates.

Strengthen the existing processes with redefined new facilities of the software All Parameters need to be maintained, with procedures defined and agreed. Set up measures for the data accuracy and control it. Then the new business transactions can be "mapped" onto the new software.

Educate the people not just how to use the software but also in best practice techniques, so that they understand the implications of their actions. Ideally education should be part of the induction programme for new employees or part of the change management process for system changes. It can also act as a catalyst for change in a workshop style session

No matter how loyal and hard-working your troops, don't make them wait till the day your new system goes live to celebrate the little victories along the way. Once you've definitively established, for example, that a particular module has significantly reduced the time it takes to process time sheets, let your staff know right away. Having concrete proof of an ERP's benefits rather than just wielding vague statements about how it will "increase productivity" will serve as yet another reminder of the vision and goals behind the process.

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Strengthen the software support system in all aspects of break down/crash down/back up with disaster recovery procedures .

Each ERP has signals/warning bells to monitor something going wrong. Oracle/SAP has inbuilt classes help that allows R&D to be done by anybody and learn on his own.

Overall implementations:

frequently remind everyone that the ERP implementation isn't about software, it's about systems. It's imperative that everyone in your organization understand not only how each person will individually use the new program, but also how the entire company will be affected by it. The primary benefit of an ERP, of course, is its integration of all of your processes, from sales force automation to inventory management to accounting. Whereas mistakes in the past can often be corrected when transactions are passed from one department to another, the speed by which they will flow through your new ERP will more often result in a disastrous domino effect. Everyone must therefore understand how their individual actions within the system can affect others elsewhere in the company. Again, this will require a major change in the way they approach their jobs, and the sooner that you communicate this to them, the sooner they can prepare themselves for it and be ready for when you go live