Objective
A government department initiated an ERP system upgrade project, which would span many version changes and therefore, many functional changes. The ERP system is used by multiple industry streams, some requiring customisation. The industry streams are very diverse – an engineering group, a dairy production facility, a laundry service, a print shop, a saw-mill and a meat production facility (to name a few).
Additionally, the business had a history of slow uptake of the ERP and complaints that the system didn’t fit the business need.
Internal business management realised that the upgrade was a good opportunity to review current process. They could also check that their systems and process were aligned, while addressing some of the staff complaints. They engaged us to make it all happen.
Solution Delivery
- We conducted separate sessions of Current State process mapping, with each of the twelve business industries. We also convened a separate Finance/ Head Office review. Key staff were involved in these sessions. They were given the opportunity to raise any process-related complaints, queries or issues.
- We used a combination of the Current State process maps, as well as the user feedback, to review and assess each industry process. This was used to develop the Future State process maps. The Future State included efficiency gains, functionality gaps and functional additions.
- During the business discussions issues were raised regarding printing and network access within the business. While these were not part of the review process, the feedback was passed on to the Central IT team for rectification.
- The business management used the Future State process maps to augment process within the industry streams, either as part of the upgrade process, or post upgrade.
Achievements
- The involvement of key staff and the provision of a forum to raise key issues highlighted process gaps and inconsistencies. Business management had not been aware of many of these problems. It also fostered greater engagement from the users in both the ERP system and the upgrade project.
- The scope of potential process change was too great to be included in all areas with the upgrade. So the Future State processes also became the Change Roadmap for the next two years.
- There had been a significant disconnect between Finance/Head Office staff and the users in the industry business units. The current process discussions and forums around the future process changes assisted with breaching the gap in understanding between the two groups.
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