Shulou(Shulou.com)06/02 Report--

When a manufacturer implements an ERP system, it is clear that the most important part of the process to achieve the best return on investment is to identify, document, and agree to the processes that need to be implemented within the system.

Implementation usually translates into business improvement projects, because the need to standardize processes often finds current working methods that are inefficient, poorly defined or do not bring any benefits at all. Perhaps little known is that modern manufacturing ERP systems can also help drive improvements through process standardization after implementation.

Phased manufacturing ERP launch

The initial ERP implementation or business improvement plan should be divided into multiple phases-because in a complex business environment, the implementation of enterprise-wide ERP software and interruption of all functions at once or complete changes to all processes can have disastrous consequences.

You should first implement core functions that help solve key issues, and then gradually roll out subsequent phases; address different functional areas or different geographical areas of the business. In a phased project, the organization will be in long-term change, but as the process is defined, refined, signed, and embedded, you can also see gradual improvements in the process.

Well-defined and well-organized process standardization and implementation will minimize disruption and improve efficiency, and you will soon begin to see a return on investment.

Cultural change

Some traditional systems may be somewhat rigid, which means that changes to the coding process are too clumsy to resolve, especially shortly after the initial implementation of ERP.

Human resources often feel the impact of process automation. Such as changes in responsibilities, ranks and status. Sometimes these changes are perceived rather than actual, but for company employees, this does not make them less real.

However, no organization can always resist change, so as market conditions change frequently, the more open it is to change embedded processes, the better. Modifications are needed so that organizations can respond to changes in the internal and external environment, such as new products and services launched, the opening and closure of factories or distribution centres, and changes in the regulatory framework. If the manufacturing system you choose can adapt quickly and easily, then the potential risk of change and the impact on the labor force can be minimized.

A useful tool

Allowing configuration of ERP systems provides a positive advantage. Instead of making passive changes, you can change the system to accept suggestions from management and the team to continuously increase productivity or eliminate wasteful or tedious processes.

It can be a tool to promote process standardization and improvement. This may even help to change attitudes towards systems and organizational culture so that they are seen as good for employees rather than forced to change.

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