Overcoming the 10 Major Problems with ERP By Keith Launchbury, CFPIM, CIRM, CSCP.
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Transcript of Overcoming the 10 Major Problems with ERP By Keith Launchbury, CFPIM, CIRM, CSCP.
![Page 1: Overcoming the 10 Major Problems with ERP By Keith Launchbury, CFPIM, CIRM, CSCP.](https://reader033.fdocuments.us/reader033/viewer/2022051316/5697bffb1a28abf838cc0b6b/html5/thumbnails/1.jpg)
Overcoming the 10 Major Problems with ERP
By Keith Launchbury, CFPIM, CIRM, CSCP
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Workshop Outline
1. 10 Major Problems with ERP
2. Difference between ERP & ERM
3. ERM Organizational Checklist
4. Principles of Integrated Enterprise
5. Foundations of Successful ERM
6. Overcoming the Major Problems
7. Open Forum
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What is ERP?
“A re-titled and re-programmed 1960’s era MRP system
purporting to provide complete business system
functionality for the whole organisation plus it’s
customers and suppliers from a single software
vendor”
This is NOT the APICS Definition,
but it is the truth!
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ERP is not Pretty or Easy
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Financial impact of the most expensive ERP Failures
• US Navy $1,000,000,000• Fox Myers $1,000,000,000• HP $160,000,000• Nike $100,000,000• Waste Management $100,000,000• Hershey $100,000,000
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Sound Familiar?
• “Surely, they can’t be that naïve”• “They thought they could just “buy” ERP”• “They said it would be easy”• “Don’t bore me with the details, make it work”• “What do you mean, it doesn’t have a daily
shipments report?”• “We spent 6 zillion dollars and it doesn’t do
something that simple”
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Implementing ERP is a monumental task
“A bit like employing an army of consultants to build a great pyramid
out of paper moneyon a windy day”
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Top 10 reasons why ERP projects fail
1. Top Management not involved and/or not willing to change business habits
2. Inadequate project planning
3. Not getting the right people on the project team
4. Insufficient user education and training
5. Believing the software vendors sales pitch
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Top 10 reasons why ERP projects fail
6. Underestimating the time and resources required
7. Not having the right people on the project team
8. Migrating data from the legacy system
9. Project run by IT
10.Inadequate system testing before going live
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The Current Business Environment
• Highly informed and demanding customers• Rapid technological change• Explosion of information• New global markets• Tough worldwide competition• Environmental concerns are important• Quality is a given• Extreme pressure to reduce costs• Time and service are competitive weapons
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Business Pressures
• Customers are more demanding• Do more work with less people• Work smarter• Work quicker• Make it right now• No excuse for mistakes and rework• Use the right tool for the job• Access to the right information is key to
success
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Types of Manufacturing Strategy
Product Volume
Pro
duct
Va
riet
y
Low High
Low
High
Engineer to Order
Make to Order
Assemble to Order
Make to Stock
Mass Customization
Source: Keith Launchbury, Master Planning of Resources Review Course, APICS, 2000
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Type of ERP Software Strategies
Sales Volume
Pro
duct
Va
riet
y
Low High
Low
High
Standard code
Custom code
Modular code
Subscriber code
Mass Customized code
Source: Keith Launchbury, 2014
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DEBACLE
ERP comes in one size only
GAPEPICfail
outage
NOTSWEET
DieinthemixXXXL
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10 Major Problems with ERP
1. The system is integrated but the organization is not
2. People still work in functional areas
3. No one understands the complete system
4. The system is too complex
5. The system was oversold
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10 Major Problems with ERP
6. Implementation is a huge investment
7. It doesn’t do all the things we need
8. It is very difficult to access the data
9. The data base is powerful but the reporting is weak
10. Technology is only part of the solution
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1. The System is Integrated – The Organization is Not
• How do you implement an integrated system in a decentralized, divisionalized, departmentalized environment?
• How do you consolidate information when people use different numbering and naming conventions?
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2. People still work in functional areas
• People have become specialists in narrow functional business areas
• Business needs generalists• The system needs generalists with extensive
depth of knowledge in all areas
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3. No one understands the complete system
• People are still educated in specific disciplines
• Support people may understand parts of the system
• Marketing• Operations• Finance• System design
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4. The System is too complex
• How many data fields are on the Item Master?• How many user defined fields are there?• How many data tables are contained in the
system?• What happens if there is an input error?
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5. The System was Oversold
• One system (software supplier) can do everything
• Replace all your old systems with one piece of software – no interfaces and no support problems
• It will run the whole organization• It will help you reinvent your business
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6. Implementation is a huge investment
• Implementation takes longer, requires more resources, and costs more than anyone ever imagined
• Implementation is never finished• There is always another release• Everything costs more money
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7. The system doesn’t do all the things we need
• The system appears to do many things• In practice the functionality is limited• Many daily business functions are not
handled by the system• It is not good at handling change
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8. It is very difficult to access the data
• The system is not easy to access or to use• The system is not easy to change• Looks easy on paper and in the manual• Very difficult in practice
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9. The data base is powerful but the reporting is weak
• It seems that we spend a lot of time loading and entering data
• But when we need to get it, it is not easy to get at
• Many standard business reports are simply not available
• We are told you can write them yourself
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10. Technology is only part of the solution
• Management really wanted to believe that they could buy their way out of system problems
• You do not buy a successful ERP system• You either change the ERP system or you
change the way you do business• Management believes they can carry on doing
business the old way with the new system
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Difference between ERP & ERPII
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The Death of ERP
That’s right. ERP’s days are numbered. And it is because of a fundamental shift that is taking place regarding how people consume products and services driven by the massive growth of the cloud itself.I’m referring to the shift we are experiencing away from a 20th century product-based, “buy once” economy to a 21st century services-based “Subscription Economy” centred around recurring customer relationships.
Tien Tzuo, founder of Zuora
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ERP is a Core system, not a Complete system!
ERP
Etc.
MES
ABM
SCMQMS
PMS
CAD/CAM
APS
S & OPFSS
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It’s not just Planning!
Enterprises need to manage their resources
not just plan them!
The term should be ERM not ERP
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World Class
• Watching • Operational• Results• Leap• Dramatically, as• Competitors• Lose• All• Significant• Sales
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World Class Operations
RealisticSchedules
RightMeasures
ReliableResources
TotalProcessControl
EffectiveTeamwork
TotalFlexibility
TotalPreventive
Maintenance
Planning Control
AccurateDataBase
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The three aspects of business
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The Organization Perspective
VISION
MISSION
GOALSPERFORMANCE
MEASUREMENTS
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The People Perspective
REWARD AND RECOGNITION
Educationand Training
EMPOWERMENT
PROCESS TEAMS
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The Technology Perspective
ERM
ERP MES
DISCIPLINES
APS SCO JIT
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SALESPLANNING
OPERATIONSPLANNING
OPERATIONSMANAGEMENT
SUPPLIERMANAGEMENT
PERFORMANCEMEASUREMENT
MASTER SCHEDULING
BUSINESSPLANNING
MATERIAL PLANNING
CAPACITYPLANNING
CLOSED LOOPERM
Resources OK?
Performance OK?
Planning OK?
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The Planning Horizon
BUSINESSPLANNING
SALES & OPSPLANNING
MASTERSCHEDULING
MATERIAL AND CAPACITYPLANNING
REVIEW & RE-PLAN PLANNING HORIZON
ANNUALLY
MONTHLY
WEEKLY
DAILY
5-10 YEARS
18 -36 MONTHS
1 - 52 WEEKS
1 - 366 DAYS
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SALESPLANNING
OPERATIONSPLANNING
OPERATIONSMANAGEMENT
SUPPLIERMANAGEMENT
PERFORMANCEMEASUREMENT
MASTER SCHEDULING
BUSINESSPLANNING
MATERIAL PLANNING
CAPACITYPLANNING
ERMFEEDBACK
LOOP
Resources Not OK?
Performance Not OK?
Planning Not OK?
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Enterprise Resource Management (ERM)
A Business Philosophy and Practice which ensures that the Right Products and
Services are delivered to the Right Customers in the Right Quantities at the Right Time at the
Right Price therefore producing the Right Results
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ERM Organization Readiness Checklist Workshop
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Are you ready for ERM?Are you ready for ERM?
• Changed from Internal to External Performance Measures
• Flattened the Hierarchy
• Promoted Enterprise Wide Thinking
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Are you ready for ERM?Are you ready for ERM?
• Evolved to a Team Based Organization
• Reengineered Major Business Processes
• Adopted Activity Based Costing
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Are you ready for ERM?Are you ready for ERM?
• Eliminated all Organizational Waste
• Standardized Information in all Operations
• Committed to Lifelong Learning
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Are you ready for ERM?Are you ready for ERM?
• Created Flexible Processes
• Accepted Single Compensation Program
• Benchmarked with the Best
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Are you ready for ERM?Are you ready for ERM?
• Become a Global Organization
• Adopted Shared Vision, Values and Goals
• Driven out Fear
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Are you ready for ERM?Are you ready for ERM?
• Developed a Flexible Workforce
• Educated all Leaders in Enterprise Resource Management
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Principles of the Integrated Enterprise
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Enterprise Resource
Planning
Management
Leadership
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Typical Business Organization Chart
Big BossAcquisitions
Big BossOutsourcing
Big BossInfighting
Someone else Well connected
Assistant to Big Boss
Peon
Assistant
The Worker
Leader
Supervisor
Old Hire New Hire
Big Thinker
Trouble Shooter Small Person
Junior Manager
JuniorAssistant
Middle Manager
Type 2 Boss
Muddle Manager
Chair Filler
Little Person
Smart Person
Idiot Deadwood
Backstabber
StudentTrainee
Good Person
Saboteur
Pencil Pusher Geek
Dreamer
Roadblock Nice Person
FamilyMember
Social Climber
Spy
Toadie
Leader Space Cadet
Big Mouth Clerk
Next Boss Assistant
Sleazy Boss
Scheemer Out to Lunch
Empty
Junior Middle Boss
Middle BossLots of noise
Lackeyno purpose
Hanger On
Big BossOperations
Big BossBackbiting
Big BossNothing Much
Super Boss Friend
Previous Boss Yes Person
The Super BossPresident
Troublemaker
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Departmental Silos
Information Systems
Design Engineering
Finance and AccountingSales and Marketing
Production
Human Resources
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New Organization Model
Strategic Direction
Planning and Coordination
Operational Execution
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The need for Integration
• Customer partnerships• Supplier partnerships• Global operations• Information as a competitive weapon• Managing diverse resources both internal
and external• Implementing new technology• Managing change
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Organizational Alignment
VisionMission
Values Goals
Results
Plans
Rewards
ActionsMeasurements
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Which department is responsible for?
• Inventory• Quality• Customer Service• New product introduction• Product support• ERP implementation• Business processes
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Foundations of Successful ERM
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Building Blocks of Successful ERM
AccurateInformationData Base
RealisticPlans andSchedules
CommittedOrganizational
Leadership
EnablingInformationTechnology
MRPEducatedWorkforce
EffectivePolicies andProcedures
ERMTrained
Workforce
FUNDAMENTAL OPERATING DISCIPLINES
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Effective Policies and Procedures
• A Policy is a statement of management intent• A Procedure is a work instruction• A Practice is a work habit• Policies may not be followed• Procedures may not be followed• Practices are difficult to change
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In Reality
• Practices may or may not correspond with procedures
• Management may not be aware of all practices
• Procedures may or may not be followed• Practices are very hard to change
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Implementation of Procedures
• Develop• Review• Approve• Communicate• Ensure compliance• Maintain
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Accurate Information Data Base
• Item Definition• Product Structure• Work Center Definition• Routings• Inventory Records• Open Orders
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ERM Educated Workforce
• Education– General Concepts – Specific Concepts
• Training– Instruction in procedures
• Assessment– Needs Analysis– Job Skills Definition– Testing
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Realistic Plans and Schedules
• Plans must be realistic• Customer service depends on valid plans• Plans must be integrated• Plans must be communicated• Plans must be revised when situations change
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Committed Organizational Leadership
• Commitment without comprehension is dangerous
• Comprehension is essential• Leadership must be willing and able to change
behavior• Leaders must “walk the talk”• Stay committed to the process
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Enabling Information Technology
• Systems must work for people• Not the other way round• Systems should be flexible• Systems should be easy to use• Systems should be easy to change
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Fundamental Operating Disciplines
• Data Integrity• Inventory Record Accuracy• Realistic Schedules• Time Fence Policy• Change Control Procedure• Effective Performance Measurements
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ERM Performance Measures
Bill of Material Accuracy 98%Inventory Record Accuracy 95%Master Schedule Accuracy 95%Engineering Change Control 95%Planning Performance 95%Cost Accuracy 95%Routing Accuracy 95%Production Performance 95%Purchasing Performance 95%Customer Service 98%Productivity 95%Sales Performance 95%Forecast Accuracy 95%Inspection Performance 95%Capacity Performance 95%Inventory Level Actual/Plan
TARGET
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Data Integrity
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Transaction Data
Information
Intelligence
Value Availability
The Information Haystack
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The Manufacturing Data Base
• The Item Master File– Indicates everything you ever wanted to know about
any given item• The Bill of Material File
– Indicates the relationship between a finished product and the quantity of components required to produce it
• The Work Center Master File– Indicates the work center in which a product will be
produced• The Routing File
– Indicates the sequence of operations required to produce a product
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Class A Performance
72
A
B
C
D
95%
80%
70%
60%
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Effective Planning?
DEFROA
OSWO
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The Balancing Act
74
Demand Supply
SalesForecasts
ActualOrders
ProductionOrders
PurchaseOrders
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Business Plan
TIME HORIZON
PLANNING LEVEL
Company
Business Unit
Product Group
Facility
Site
Department
Workcenter
Machine
Operator
Sales and Operations Plan
Minutes Hours Days Weeks Months Quarters Years
Master Production Schedule
Material Plan
DetailedSchedule
LongRange ResourcePlan
MediumRange Resource Plan
RoughCutCapacityPlanCapacity
Plan
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Sales andOperations
Planning
ResourcePlanning
MasterProductionScheduling
MaterialRequirements
Planning
CapacityRequirements
Planning
SupplierControl
ProductionControl
PerformanceMeasurement
Rough CutCapacity Planning
Monthly Planning Meeting
Weekly Scheduling Meeting
Daily Delivery Meeting
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SummaryKeys to Implementation Success
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Enterprise Resource Management
Opportunities• Integration of operations• Consistency• Standard infrastructure• Information access and
transfer• Reduced system
operation cost
Problems• Organizations are not
ready for ERM• People not ready for ERM• Transitioning• Mergers and acquisitions• Technology gap
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Enterprise Resource Management
Benefits• Reduced time to market• Reduced cycle times• Reduced inventory• Reduced overhead• Increased profitability
Costs• Hardware• ERM software• Communication networks• People development• Consulting and support• System development
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A proven path for ERM implementation
MARKETING
ORGANIZATION
FINANCIALS
PRODUCTION
HR
DATA BASE
EDUCATION AND TRAINING
MATERIALS
Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8 Q9 Q10 TIME
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The Top Ten keys to ERM project success
1. Top management leadership2. Ongoing education and training3. Strong project team and leader4. Organizational accountability5. User selection of software6. Good project plan7. Realistic cost/benefit justification8. System name/newsletter/promotional items9. Regular performance measurement10. Professional guidance
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Managing the Change
• ERM Success is– 80% people that work as a team– 15% ERM Software that works– 5% A computer that does the job
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Education the successful ingredient
• A common denominator to all change management is extensive education
• Education breeds enthusiasm• Enthusiasm breeds involvement• Involvement breeds ownership• Ownership breeds success
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A comprehensive and ongoing education plan
• Initial education of everyone to create awareness of change
• Intensive education for people involved in making the change happen
• Continuous education to ensure continued success and improvement
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My forecast for the future of ERP is mainly cloudy with a
90% chance of pain
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1. The System is Integrated – The Organization is Not
The solution is:-• Alignment of the Organization• Common Vision, Mission, Goals and
Rewards• Consistent Policies and Procedures• Effective Performance Measurements
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2. People still work in functional areas
The solution is:-• Enterprise Resource Leadership• Empowerment• Process Action Teams• Project Goals
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3. No one understands the complete system
The solution is:-• Needs Assessment• Education• System Training• Skills Assessment
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4. The System is too complex
The solution is:-• Simplify the system• Select and use only those data elements
required to support current business systems• Use ERP as a core system• Add other modules where needed
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5. The System was Oversold
The Solution Is:-• Define Business Requirements• Conduct a Full Load Complete Systems
Requirements Check • Identify Applications Not Met• Create Realistic Expectations
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6. Implementation is a huge investment
The Solution is :-
• Simplify the System• Reduce Project Support Staff• Do Not Pay for Software Errors• Do Not Reinvent the Wheel
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7. The system doesn’t do all the things we need
The Solution is:-• Join a Systems User Group• Share Common Problems• Do Not Write Custom Code for Common
Problems• Pressure the Supplier to Get It Right
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8. It is very difficult to access the data
The Solution is:-• Create a Data Warehouse• Provide Data Mining Capability• Design Standard Inquiries• Create Exception Reports
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9. The data base is powerful but the reporting is weak
The Solution is:-• Create a Complete Data Dictionary• Provide User Query Capability• Develop a Paperless System• Make It User Friendly
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10. Technology is only part of the solution
The Solution is:-• Create an Integrated Enterprise• Educate the Workforce• Implement the Basic Disciplines• Enforce Effective Policies and Procedures
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For More Information
Keith Launchbury, CFPIM, CIRM, CSCP
Keith Launchbury & Associates
www.keithlaunchbury.com
Email: [email protected]
Tel (954) 303 1022