损害制造ERP实施的三大件事

前3名ERP实施危险你有bought or are close to buying new制造ERP.软件。希望它是EnterpriseIQfromIQMSbut perhaps not. When planning and laying out the next steps, sometimes the best way to attain success is to plan with failure in mind. Now that might sound like an odd statement but if you think about the key areas that can fail an implementation and are up front in avoiding those areas, your success is more attainable. So, independent of the software you chose, in talking with our customers and many prospects, here are the top three things I see as something that can effectively kill an implementation. Surprisingly enough, these items are often overlooked as important and therefore are hazards for many organizations.

Top 3 ERP Implementation Hazards

第3号:团队成员缺乏参与
Believe it or not, this may start before the ERP selection process begins but can extend beyond a purchase and intoimplementationand actual usage of anERP系统。您最有可能有来自组织内各部门的主要成员。你有会计,客户服务,制造,高管,可能工具或任何其他部门。涉及到我n the process – the entire process! Ask for wish lists ahead of any RFI. Ask them to sit in on various aspects of sales demonstrations. Ask for their vote on the software. And most importantly, ask for their commitment to implementing. This means guaranteeing they will make their schedule clear for team meetings, data entry, process flow meetings, conference room pilots, and training their employees. These key employees may not have final decision on many aspects of the implementation but making them feel a part of the process and listening to their ideas will not only give them more ownership but will boost the teamwork mentality that is needed during change.

No. 2: No Communication
Change is often one of the things people continually say they dislike the most. Changing ERP systems often brings change of process, change ofinventory, change of attitudes – basically big change in jobs and job performance for many. Keeping lines of communication open can help people – even if they aren’t key department managers – feel like they are part of the whole project. Have regular email updates on phases of the implementation, note the go-live goal date, provide next steps for the various departments and more. Some companies have been successful in creating a company通讯这是专门关注实施。他们的关键是每个人都知道正在发生的事情,可以提供帮助,也可以朝着同一目标。通过沟通授权员工。

No. 1: No Management Enforcement/Buy-In/Participation
到目前为止,失败的实施原因(独立于ERP软件的拟合和功能)是缺乏管理执法,买入或参与的原因。188betkr在ERP实施中,管理的“over-off”方法并不理想。这并不是说他们应该是微管理项目,但是,像生活中的许多事情一样,以例子领导是他人的最佳动机之一。如果管理层没有办理进度,那么对成功似乎没有兴趣,也没有参与过程,员工认为这是不合情事事。然后,心态变成“如果管理不感兴趣,那么我们为什么要照顾?”谈到管理参与时,感知成为员工的现实。管理层应在会议上出现,应在时间线上发生故障时表现出后果,并且应在满足目标时提供祝贺。在实施中是积极的参与者!

By no means are these three items the only causes for delays and problems in implementations. In addition, in rare instances, companies might see all these within their facility and yet still have a successful implementation. There are always exceptions. However, as a general rule, when determining how to go about the selection, implementation, and continued use of a new ERP software, these are some good guidelines to avoid pitfalls other companies have met.

What are some successes or failures your company has seen – outside the scope of the ERP software?

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超过25年,IQMS一直为重复,流程和离散行业设计和开发制造ERP软件。188betkr今天,IQMS为汽车,医疗,包装,消费品和其他制造市场提供了全面的实时ERP软件和MES解决方188betkr案。扩展的单数据库企业软件解决方案EnterpriseIQ,提供了一个可扩展的系统,旨在与客户端的增长和完整的业务功能,包括会计,质量控制,供应链,车间,CRM和电子商务。IQMS遍布北美,欧洲和亚洲的办公室,为全球提供制造商。有关更多信息,请访问IQMS.com。