-----Original Message-----
From: [email protected] [email protected]
Newsgroups: bit.listserv.quality
To: [email protected] [email protected]
Date: Wednesday, December 22, 1999 9:38 AM
Subject: Baldrige and ERP
>My company has two major initiatives going. One is Baldrige-based improvement
>while the other is implementation of an ERP system (BaaNERP). Many of us see a
>link between these activities since a good ERP implementation requires, for
>example, solid process understanding. This should help our approach to Baldrige
>Category 6. In addition, we have an opportunity to use the data to improve our
>information and analysis methods.
>
>Others in the company have a hard time seeing the linkage, viewing the ERP
>system as "software" and not seeing it closely connected to process management.
>
>We manufacture, in various locations around the world, a variety of products
>ranging from medical diagnostic imaging scanners to x-ray tubes to simple
>hospital gowns.
>
>Does anybody have experience in linking Baldrige (or TQM) improvement projects
>with a major change in the IS system?
>
>Dan O'Leary
>Business Process Executive
>[email protected]
------------reply----------
Date: Tue, 28 Dec 1999 13:58:42 -0500
From: "K. Major" [email protected]
Subject: Baldridge and ERP
I have no specific experience with ERP and process improvement, but your ERP vendor absolutely should have this experience and/or contacts who do. You are definitely on the right track.
I'm an I.T. Project manager and have yet to see a highly successful implementation of any software that doesn't consider the process issues. Automation (i.e., technology) is only as good as the underlying process. Many, many technology projects come in over budget and off schedule precisely because the process issues were not addressed. Plus, if the project was justified by how the business product/service will be improved (i.e., because the process was improved), you will be able to measure the actual benefits of the project if you have the process view and the before/after measures.
I would keep the process work at a high level to avoid the mud slogging pace that comes from too much detail on a project this size, but a high level "As-is" along with a "Desired" process diagram is an absolute must for every project that involves a business user. Internal I.T. projects (such as upgrading a machine, etc.) may not require process review, but any technology project that includes changes in a business process absolutely should consider process issues before the technology application is designed and applied. Map the main components of the software function to the process steps and you'll have a good idea of how they integrate.
The process review will also identify the fringe users that are often forgotten.... you will be surprised how many people other than the mainstream accounting folks use the information from your existing systems... to maximize the automation opportunity and avoid the cost of confusion after implementation, their information needs must be considered and they must be trained. You should also be able to see where you will need to reallocate personnel - you may need fewer people on step 1, more people on step 4, etc.
Most technology projects are 80% user issues. Process viewpoint really brings the people issues into focus.
Good luck!
Kieran Major
[email protected]
From: [email protected] [email protected]
Newsgroups: bit.listserv.quality
To: [email protected] [email protected]
Date: Wednesday, December 22, 1999 9:38 AM
Subject: Baldrige and ERP
>My company has two major initiatives going. One is Baldrige-based improvement
>while the other is implementation of an ERP system (BaaNERP). Many of us see a
>link between these activities since a good ERP implementation requires, for
>example, solid process understanding. This should help our approach to Baldrige
>Category 6. In addition, we have an opportunity to use the data to improve our
>information and analysis methods.
>
>Others in the company have a hard time seeing the linkage, viewing the ERP
>system as "software" and not seeing it closely connected to process management.
>
>We manufacture, in various locations around the world, a variety of products
>ranging from medical diagnostic imaging scanners to x-ray tubes to simple
>hospital gowns.
>
>Does anybody have experience in linking Baldrige (or TQM) improvement projects
>with a major change in the IS system?
>
>Dan O'Leary
>Business Process Executive
>[email protected]
------------reply----------
Date: Tue, 28 Dec 1999 13:58:42 -0500
From: "K. Major" [email protected]
Subject: Baldridge and ERP
I have no specific experience with ERP and process improvement, but your ERP vendor absolutely should have this experience and/or contacts who do. You are definitely on the right track.
I'm an I.T. Project manager and have yet to see a highly successful implementation of any software that doesn't consider the process issues. Automation (i.e., technology) is only as good as the underlying process. Many, many technology projects come in over budget and off schedule precisely because the process issues were not addressed. Plus, if the project was justified by how the business product/service will be improved (i.e., because the process was improved), you will be able to measure the actual benefits of the project if you have the process view and the before/after measures.
I would keep the process work at a high level to avoid the mud slogging pace that comes from too much detail on a project this size, but a high level "As-is" along with a "Desired" process diagram is an absolute must for every project that involves a business user. Internal I.T. projects (such as upgrading a machine, etc.) may not require process review, but any technology project that includes changes in a business process absolutely should consider process issues before the technology application is designed and applied. Map the main components of the software function to the process steps and you'll have a good idea of how they integrate.
The process review will also identify the fringe users that are often forgotten.... you will be surprised how many people other than the mainstream accounting folks use the information from your existing systems... to maximize the automation opportunity and avoid the cost of confusion after implementation, their information needs must be considered and they must be trained. You should also be able to see where you will need to reallocate personnel - you may need fewer people on step 1, more people on step 4, etc.
Most technology projects are 80% user issues. Process viewpoint really brings the people issues into focus.
Good luck!
Kieran Major
[email protected]