TASKS TO BE COMPLETED IN MONTH 3 Complete Task Yes No 3-1. Series of business meetings conducted for steering committee. ______ ______ 3-2. Series of business meetings conducted by project team people for all other persons involved with the slice. ______ ______ 3-3. Enthusiasm, teamwork, and a sense of ownership becoming visible throughout all groups involved in the slice. ______ ______ 3-4. Inventory record accuracy, including scheduled receipts and allocations, at 95 percent or better for all slice items. ______ ______ 3-5. All slice bills of material at least 98 per- cent accurate, properly structured, and sufficiently complete for ERP. ______ ______ 3-6. All item data for slice products and com- ponents, plus any necessary work center data, complete and verified for reason- ableness. ______ ______ TASKS TO BE COMPLETED IN MONTH 4 Complete Task Yes No 4-1. Executive steering committee authoriza- tion to implement master scheduling (MS) and Material Requirements Plan- ning (MRP) on the slice products and components. ______ ______ 4-2. Master scheduling and MRP operating properly. ______ ______ 300 ERP: M I H Complete Task Yes No 4-3. Plant schedules, and kanban where ap- propriate, in place and operating prop- erly for the slice items. ______ ______ 4-4. Feedback links (anticipated delay report- ing) in place for both plant and purchas- ing. ______ ______ TASKS TO BE COMPLETED IN MONTH 5 Complete Task Yes No 5-1. Suppliers cut over to supplier scheduling as practical. ______ ______ 5-2. Performance measurements in place and being reviewed carefully by the steering committee and project team. ______ ______ 5-3. Audit/assessment II completed; next Quick Slice or other improvement initia- tive now underway. ______ ______ Quick-Slice ERP—Implementation 301 [...]... from competitors that globalize faster Trying to run a worldwide business in today’s global environment is frustrating and may be doomed to failure without taking advantage of ERP and ES Speed is so limited with the old organization that it is unlikely that the rewards of a global enterprise will ever match the costs and confusion Each company needs to decide how to use ERP and ES to forge their own... endpoints, phase III is the ongoing effort to not only keep ERP alive but to capitalize on the full potential that now exists in the company The capabilities that you can create with ERP, particularly when coupled with Enterprise Software, are so dramatic that failure to move to a new corporate strategy may be failure indeed For the first time, the supply chain can now be a key factor in creating corporate... answer to connecting your customers and suppliers Typically, we are supportive since the Internet offers such great capability to link dis- The Strategic Future (Phase III) 325 parate operations and companies with real time connections However, without the knowledge and time offered via ERP, the high speed of the Internet can simply raise expectations with limited ability to satisfy those expectations With. .. each position in the company, and written into its job specification New incumbents should be required to meet these standards within a short time on the job How can ongoing ERP education be woven into the operational fabric of the company? Perhaps it can best be done by involving the folks in human resources In the H.R office, there are files for each employee Checklists are maintained there to help... pictured in the minds of others, and choosing to deliver “both” of the choices This book is entitled ERP: Making It Happen Your choice is to make sure that the company experiences the maximum benefit of making ERP happen That means using ERP to reach new levels of corporate performance What you are making happen is a new company that can grow and prosper well beyond this project Good luck and make it happen! ... happen! Appendix A The Fundamentals of Enterprise Resource Planning To be truly competitive, manufacturing companies must deliver products on time, quickly, and economically The set of business processes known as Enterprise Resource Planning (ERP) has proven to be an essential tool in achieving these objectives Their capabilities offer a means for effectively managing the required resources: materials,... but the true cost and flexibility of the total supply chain will probably not have changed The opportunity now is to attack the current supply chain logic and move well past the inventory savings used to justify ERP and ES If zero inventory is too scary or appears to be too expensive for your operation, at least start with a big concept such as a 50 percent reduction Think big about this because it will... the twenty-first century ERP is essential but not sufficient No one of these tools—Lean Manufacturing, Total Quality, Enterprise Resource Planning, Design for Manufacturability, CAD/CAM, Activity Based Costing, and all the others—is sufficient They’re all essential “How are we doing?” is one necessary question to ask routinely Another is: “How can we do it better?” Don’t neglect this second question The. .. companies 316 ERP: M I H seem to share a creative discontent with the status quo Their attitude is: “We’re doing great, but we’re going to be even better next year We’re going to raise the high bar another six inches, and go for it. ” There are few companies today who are as good as they could be There are few companies today who even have any idea how good they could be In general, the excellent... illustrate the degree of change We have seen the use of these “factoids” change attitudes at all levels by helping people picture the impact These factoids will rarely be the normal measures used in the company, but often they are the input to those measures If at all possible, position these against the issues most important to the leader For example, let’s say your company handles 100,000 customer orders . and on. Operating ERP means running the business with the ERP set of tools, which tends not to change. However, business conditions do change. It s necessary periodi- cally to match up the tools (ERP) to today’s. not going to tell your fortune or your future. However, we are going to tell you that, with the tools provided by Enterprise Resource Planning, particu- larly in combination with Enterprise Software,. not only keep ERP alive but to capitalize on the full potential that now exists in the company. The capabilities that you can create with ERP, particularly when coupled with Enterprise Software,