ERP Implementation

One of the top reasons ERP implementations fail is because the software doesn’t meet basic industry specific business requirements. However; purchasing an ERP application is only half the battle. A well designed implementation plan is the key to success.

Project Management

We assign a project team with employees from sales, customer service, accounting, purchasing, operations and senior management. Each team member should be committed to the success of the project and accountable for specific tasks, i.e. developing a timeline, finalizing objectives, formulating a training plan. Make sure you include first line workers as well as management on your team. Base the selection on the knowledge of the team not status of the employee.

Infrastructure Review

Have the team perform an analysis on which business processes should be improved after reviewing the Infrastrutcher. Gather copies of key documents such as invoices, batch tickets and bill of lading for the analysis. To start the team discussion, consider questions such as: Are your procedures up to date? Are there processes that could be automated? Are personnel spending overtime processing orders? Does your sales force and customer service personnel have real-time access to customer information? The team members should also conduct interviews with key personnel to uncover additional areas of improvement needed.

Training and Change Management

It is less costly and very effective if you train the trainer. Assign project team members to run the in-house training. Set up user workstations for at least 2 days of training by functional area. Provide additional tools, such as cheat sheets and training documentation. Refresher training should also be provided as needed on an ongoing basis.

Business Process Review

Dedicate 3-5 days of intensive review of the software capabilities for the project team. Train on every aspect of the ERP software to fully educate the team on capabilities and identify gaps. Determine whether modifications are needed prior to employee training. Evaluate which processes that are manual and should be automated with the ERP system.

Integration

ERP implemention process we follow all third party integration for every aspect of your business. These procedures should be documented. Make sure that you modify the document as your SOPs change. This is a huge task, but it is critical to the success of your implementation.

Pilot

We perform a final pilot test on the data and processes once training is complete and make any needed adjustments. You won’t need to run parallel systems, if you have completed a thorough testing.We follow the manual and automation testing for implementation.

Go-Live Support

Develop a structured evaluation plan which ties back to the goals and objectives that were set in the planning stage. In addition, a post-implementation audit should be performed after the system has been up and running for the first week for reconciliation purposes and three to six months following to test whether or not the anticipated ROI and business benefits are being realized.

Post Go-Live Support

Upper management and project team members should be committed for the company to realize the benefits of successful ERP and after go live support which makes your ERP stable.Go-live is really just phase one. The system is up; the enhancement is deployed. Now comes the hard part. We have to ensure that the support phase.