The_8_Successful_Steps_for_ERP_Implementation.pptx

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1. The 8 Successful Steps for ERP Implementation

2. How Do We get started in LPI?

3. 1- Education of All Parties To get everyone on the same track right from the beginning, there needs to be shared goals, a common vocabulary of terms, and a shared vision. This is best done through education . Top-management education usually takes about six to eight hours and is normally done in one setting. In this session, there will be a lot of emphasis on top management’s role for successful implementation.

4. 2- Establish Goals and Vision

5. Name a company-wide Class A champion Officially name the members of the steering committee Determine the process owners for the sales and operations planning (S&OP) Develop a schedule for the S&OP meetings Schedule steering committee meeting for the next nine months Name the implementation team members Finalize the kickoff date and how it will be communicated 3- Organization Structure for Change

6. 4- Measurements and Data Collection

7. 5- Accountability and Management Systems Facilitate education — Education will be delivered in many areas. Some will be done by staff, but local education will also be administered by process owners and supervisors. Develop project plan to cover all of the business model processes and required audit criteria for successful Class A certification — The project manager will be responsible for managing the project plan for successful implementation Oversee process ownership assignments — Each of the metrics will have associated process ownership. Oversee implementation of metrics — Design , data sources, and integrity of the metrics will be the responsibility of the project manager . Process owners will execute the metrics once determined and approved . Oversee population of performance metric visibility tools — There will be visible tools available to publish performance results from the facilities. Chair project review sessions on Class A implementation within the facility — The overall Class A project champion is the project manager and owner of the Class A ERP implementation and certification.

8. Aid in the development of reporting formats (including S&OP) — The process of linking processes includes a lot of communication and schedule knowledge and knowledge transfer . Become an ERP advocate within the business — One of the biggest jobs of the Class A champion is to sell ideas . Reports progress to the Class A ERP steering committee and company Class A process management — This reporting generally happens at least once a month and more frequently in the first few weeks. This reporting should be formal to ensure that homework is prepared for this monthly meeting . Organize accountability reporting infrastructure elements (weekly performance review, project review, daily plan adherence review as required) — The master scheduler is a main coordinator in much of this accountability , but the champion is responsible for making sure it is happening in a timely manner, especially in the beginning of the implementation. Determine/audit internal data sources for required reporting — Some people will try to reinvent their metrics as they are sure that their way is the better way . Coach the facility to successful certification by goal date — The bottom line is that the champion is accountable for Class A certification by the goal date . Celebrate and publish successes — Celebrations are left out of the plans all too often.

9. 6- Documentation Doing documentation gives the organization a chance for sustainability. The International Organization for Standardization (ISO) has a good expectation for documentation auditing, and ERP process documentation should go into the ISO-controlled documentation as soon as it is written and approved. 7- Training for Sustainability The documentation sets the stage for training materials required for ongoing, sustained process predictability and performance. Training responsibilities need to be part of process ownership, as does backup planning for succession and absenteeism needs 8- Ratcheting of the Goals As the metric performance is met, the expectations need to be ratcheted up. It makes no sense to have process owners without goals for improvement. Keep the objectives realistic but continually improving in final goals and expectations. For the sake of celebration and achievement , goals generally should not be ratcheted until the existing objectives are met and are proven to be sustainable for a few weeks.