Culminating in a stack of reschedule messages for the Planners. One company I worked with recently saw Planners receiving upwards of reschedule messages a day during the quiet times when nothing unusual was going on.
The outcome typically includes chronic materials and parts shortages; poor fill rates of finished products; poor flow of work through the shop, increasing WIP and lead times; increased expediting costs expediting in, expediting out, and overtime ; poor productivity fewer products produced for the same resources and operating expense ; more personal work-arounds by planners and staff, in the form of personal spreadsheets or Access databases.
Plus, out of these scores of people, companies would have several honest-to-god experts. Contact information for BeyondMRP. Read This Review! You made a major investment in ERP. The Business Case was solid. You want the projected Return. Unacceptable service level performance. High expedite-related expenses.
And people using work-arounds in Excel and Access that make a joke of one of the major justifications for the ERP system. Frustration levels are running high. And there are often 4 components of the Business Case used to justify the acquisition. But many do not. Exception report file E. Peg record file 9. Which one of the following is considered a primary report in an MRP system? Planning reports B. Performance reports C. Planned order schedules E. Cycle counting reports Which one of the following can be used for lot sizing in an MRP system2 A.
Low-level coding B. Time buckets C. Least unit cost D. Inventory record files E. Peg reports Which one of the following is not a lot sizing technique used in MRP systems? Lot-for-lot LAL B. Economic order quantity EOO Show transcribed image text 6. One client told us that one of the people most resistant to change was now the biggest advocate after he saw how their new system would make his life easier. Remember also that while a system administrator may need to understand the depth and breadth of the system, many staff will only need to understand their job-specific elements of it, so don't blind them with science.
Many mistakenly believe that ERP is purely an I. Why then, do many companies under-resource its selection or implementation process, either in terms of the number of staff or their experience and understanding of the business? You need to ensure that the people responsible for it don't just know I. T, but understand how the business needs to run so that they can appreciate how the software has to work to support the business operations. Companies are often led down the consultancy path to customise the system beyond all recognition, but pass ownership of the problem to an external consultant that may not ultimately understand their business.
An engine can still run when it's poorly tuned, but it'll drink fuel and suffer from poor performance - the same can be said for a poorly implemented ERP system. Unlike an off the shelf package e. MS Office, no two ERP installations are the same, as the companies they are there to serve will want to work in their own unique way.
This relates back to our first point; as well as having sponsorship from the top the system should also be championed from within, rather than wholly trusting consultants that do not have a true understanding of your business and only their own commercial considerations at heart.
By all means employ an expert to assist with specifics such as server implementation or data migration, but the overall project should be managed from within.
A core internal team covering all affected departments should be set up to understand the workflow. Many believe they have to write a specification spanning reams of paper, but this simply leads to customisation that may not actually be needed. A simple 'top level' bullet list of core functionality is all that is required. This problem is similar to poor implementation but occurs when the wrong solution has been implemented in the belief that it can be somehow shoehorned to meet the company's needs.
There is often no way out of this situation other than to bite the bullet and write off the cost, or spend even more on expensive customisation that ensures that you will pay over the odds for maintenance and further modifications with every new future release for years to come.
A good ERP system will be designed to meet the needs of the majority of its users with minimal or no customisation. As mentioned above, don't overcomplicate your initial requirement brief.
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