An ERP to support the way the work, works
Date: 10th July 2017
PMI partnered with a UK based workspace, educational and catering furniture manufacturer to define the way their work works, before the selection and implementation of a new ERP system.
As a priority we:
Identified the ‘As Is’ processes
Captured the non-value add activities and
Identified the desired improvements for the organisation.
Define, design and implement the core business processes as part of the upgrade of the current ERP system.
Following many years of utilisation, the organisation’s current ERP system had reached the end of its support cycle.
The current system was utilised from the point of sale enquiry through to the installation of goods and invoicing. PMI was asked to work with the business to understand and define the interactions between each function, as well as the processes within them. In identifying the desired improvements, the objective was to define the ‘To Be’ processes for successful ERP implementation.
Following an initial workshop with the Director heading up the project to define the end-to-end scope, PMI carried out a series of intensive workshops with the system leaders and their teams. This involved defining the ‘As Is’ processes, discussing the challenges regarding current practices and capturing theories.
During the definition of the ‘As Is’ processes, we were able to identify business specification and functional requirements in each area. These were consequently implemented and actioned by the wider system. They included the removal of non-value add process steps for Finance and joined-up identification methods across functions which saved time and reduced opportunities for error.
PMI were able to work with the business to move forward with focused improvement projects.
Using PMI’s Improvement Methodology we gave the business a mechanism to safely test improvements in a single area, mitigating the risks to the business whilst engaging the people in that function.
PMI supported the development of detailed specification and requirements. This extended to the development of the RFP for vendor and system selection.
- ERP support system that is designed around business needs, not system requirements
- Established features and specification based on the ‘To Be’ processes
- Greater control over implementation as areas of impact are defined and informed
- People in the organisation felt involvement and ownership of the new ERP system
focused improvement projects created sustainable ownership
- Quick wins identified had a positive impact.