The mere thought of a major implementation often sends shivers of dread, doom and destruction up the spine of every employee in an organization from C-level down through the rank and file. Whether it is the replacement or addition of production equipment or lines or a full-fledged ERP implementation, such an undertaking is the stuff that can turn hair white.

ERP Implementation

Taking the Sting Out of ERP Implementation

Implementations and, specifically, those of the ERP implementation variety are a big deal and it is completely and utterly wrong to see them as anything less. An ERP (enterprise resource planning) software system is the spine along which all business transactions for an organization travel. The data that fuels all processes is exchanged through the ERP and therefore, it must be done carefully, thoroughly and correctly. This is important stuff and a few gray hairs are to be expected.

The best way to approach implementation is to have a clearly defined plan and time table and stick to it. Implementation is a team effort and depending on the organization size and the type of software package and system ERP implementation is a process that can take anywhere from a few weeks to a couple of years. That is a huge ballpark with regard to time tables but it is also the truth.

The team is made up of personnel from all departments plus consultants and IT staff. Procurement, supply chain, finance, production planning and scheduling, engineering, new product development, marketing, IT all should be on board with the process. First-hand experience of all functionality is key.

Traditional systems like SAP and Oracle often require significant upgrades if not a complete overhaul of technology infrastructure. Redesign of in-house server farms and user workstations is often necessary to accommodate the computer hardware requirements of the new ERP system. Properly planned, computer hardware and peripheral software and support and maintenance agreements can be co-terminated to lay a solid foundation for systems management going forward.

Components purchase delivery and configuration timelines are set. Hiring a consultant to coordinate and manage the implementation process is highly recommended as an objective and effective  erp management strategy. An outside project manager will not be bogged down by internal politics in the same way as a regular employee and it is a good idea to keep the implementation as unobtrusive as possible from day to day operations.

The transfer of data from the old system to the new system is a process that has to be prepped for and accomplished over a period of time. The data must be gathered and scrubbed of inconsistencies then formatted for import into the new system. Programmers will write scripts to automate the import which may not take very long but extensive testing is required to ensure a smooth transition.

ERP implementation also includes training staff to use the new system, assembling and training support staff to respond to issues and smooth any bumps in the road. ERP implementation should be approached from a realistic perspective and the schedule planned accordingly. A well-planned transition process is far superior and ultimately less costly than a rush to cutover.

Written by :

tracey boxer