The Right ERP Solution, Relief for our Processes Aches and Pains.

Do you feel you get the job done, but your processes are not without some aches and pains? Does your organization struggle with a lack of control with new part introductions? Have you been wanting, just not sure where to start, to implement robust cycle counting of inventory? Maybe it takes far to long for you to process a new order through your business or you experience break-downs in communication between sales and manufacturing. A new ERP solution can be the catalyst for sustain improvements, if we focus on the future and not the status quo.

 

I have been there! Before becoming an ERP consultant with Revolution Group, I spent 16 years in operational leadership with-in manufacturing companies, and have spearheaded multiple ERP implementations over those years.

 

Changing an ERP system is a major cultural shock to our processes and people. The system variables which control our day to day operations have become so routine, that just changing where we click the mouse with-in the software starts a new learning curve from order entry to cash collection, and everywhere in between.

 

Consequences of Culture Shock

 

This culture shock has us take pause, and our efforts to move to a new ERP becomes a full-time focus into software training, hardware selection, and project meetings, however this narrow focus often allows us miss opportunities for greater improvements. Phrases like “we can improve later, lets just get implemented now” are tossed around in more project meetings then I care to hear. What if though, what if an upgrade to our ERP is the catalyst to make lasting and sustainable improvements to our processes?

 

Implementing a new ERP software is the prime opportunity to tackle improvements to our core business processes. To remove the waste & improve efficiency, and not just to product flow, but also to the flow of information & data throughout our organization.

 

The process of selecting an ERP solution can be daunting. One of largest mistake I often see made is placing the focus on how the new software will fit our our old processes. For example, when demoing potential new ERP solutions to clients, we are often asked too see reports, like paper routings, paper SPC collection charts, & paper material pick list. We often also hear how much of a pain it is to track and maintain all those paper reports. However, going paperless is often discussed with us has a phase 2 effort, which we can do late after getting implemented. Why is that?

 

It is hard for some in our organization to shift their thoughts and questions away from how we do it today, because of the stress and workload in maintaining that status quo. In this example, instead of asking to see the reports, we can make a fundamental shift in our questioning, and ask how the ERP solution can help us go paper-less in these areas, on Day 1!

 

This shift in our thinking should start to happen before we entertain any demos of new solutions, because our teams will get overwhelmed by the hours of demos they will be sitting in. Often in these demos some on our team members will become scared, they may even feel threatened that the software will eliminate large parts of their job.  They will likely feel overwhelmed and not see the forest through the trees. Feeling scared and/or overwhelmed by the magnitude of the change, can cause decision making and feedback loops to become biased.

 

How do we prevent this?

 

We start by planning and envisioning the future together, by gathering the key members of our team and simply process map the flow of production and data throughout our system. Work with our team to identify areas we currently interact with our software systems & paper reports. Then brainstorm with them where improvements could be made. Develop a future state process map together. These process maps and brainstorming events, will provide a clear and communicated concept and vision of what our future may look like together.

 

We then use this ideal state and vision to measure potential ERP solutions against, rather then just how they stack up to today’s status quo. This investment will help to relieve the stress that comes with not only the pending changes, but the fear of the unknown because of them too.

 

 

Partnering with Leaders

 

In today’s competitive manufacturing marketplace, finding an ERP solution that fits your company’s business processes can prove challenging.  What are the things you should look for? Avoid? What are the first steps?

 

Revolution Group’s RevEdge™ ERP selection process helps answer those questions and so much more. Our proven methodology includes an organizational preparation and readiness assessment, a detailed project plan, and a requirements gathering phase. During the execution and selection phase, we help identify several prospective solutions and then narrow the field through customized demonstration scoring.

 

When you partner with us to help you select a new ERP software solution for your business, we will:

  • Learn your business
  • Recognize opportunities for process improvement
  • Identify and understand your challenges
  • Actively seek the most powerful and comprehensive technology solutions

 

Revolution Group’s ERP consultants average 20 years of manufacturing experience, and they are eager to put that expertise to work for you. Their rich understanding of manufacturing and business processes will help you find the ERP solution that best fits your organization’s needs. We partner with you to combine the knowledge and experience of your organization with our proven methodology, vision, and industry best practices to create success.

 

About Revolution Group

Over twenty years ago, we started Revolution Group because we felt businesses needed a consulting company that really wanted to learn and understand their business. Someone who wanted an extraordinary long-term relationship and was just as passionate about their success as they were. Someone who could be counted on to always do the right thing. Someone they could be friends with, and twenty years later, that’s still who we are.