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
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
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?