Rectification of ERP Implementation

Objective

An international multi-technical Services company had recently acquired a Construction and Services HVAC business and implemented them onto their ANZ-wide ERP software. The implementation was done through a Distributor of the ERP and had not gone well. There were issues with data take-on, inaccurate setup and functional gaps, that had left the new business unable to complete key processes in the new ERP. We were engaged to clean up the data issues, as well as to identity and assist with the implementation of the missing functions.

Solution Delivery

• We commenced with a set of onsite workshops, aimed at uncovering processes within the business units of the new business. Discussions focused on processes prior to the failed ERP roll-out, uncovering the myriad of spreadsheet systems that had been in place. The onsite workshops also addressed some of the data issues created by the ERP data take-on, specifically where the Distributor hadn’t considered the data was being loaded into a database shared by multiple, differing, legal entities.
• After the workshops, a functional hit list was developed. This addressed both the significant deficits, as well as minor process tweaks.
• A data cleanup list was compiled, listing all the system or data adjustments required in order to clean up the failed data take-on. Some table entries were corrected, others needed to be removed and reloaded. Work was either performed onsite, time permitting, or remotely.
• The business identified which of the new functions they needed and new process documents were developed for them and used as the basis for “train the trainer” training.

Achievements

• Once the data cleanup had occurred, the business could complete basic processes without encountering system issues within the ERP. Additionally, all posting errors generated by the failed take-on were resolved.
• The onsite sessions gave the staff a chance to talk about the functions they needed as well as learn more about the new ERP. Some of the perceived limitations were actually due to setup and processing issues. Providing this opportunity for collaboration helped staff to see the benefits of the new system and obtain a more proactive attitude to the process.
• While not all issues could be fixed at the time, the functional hit list provided the scope for the next stage of the cleanup project. The business were happy that they had a plan and could see a way out of their perceived mess.

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