Is Manufacturing It the New ERP for the Shop Floor?

Enterprise resource Planning (ERP) is any integrated cross-functional software that reengineers manufacturing, distribution, finance, human resources and other basic business processes of a company to improve its efficiency, agility and profitability.1 On an initial view, an ERP system appears to be the cure for any company’s issues. The installation of such a system offers an organization the opportunity to re-structure their procedures, to coordinate branches’ systems in other geographic locations, unify information and inspire employees via granting them permission to company information. Now these chances exist at heightened costs financially. There are also implementation horrors and labor issues with which must be dealt with. A

Currently Patton-Fuller Community Hospital does not employ an ERP System. “[ERP] software integrates the planning, management, and use of all of the resources in the entire enterprise. It is comprised of sets of applications that automate routine back-end operations (such as financial, inventory management, and scheduling).” (Iniewski et al, 2008)

In business, it is important for companies to be able to communicate effectively. Each department of a company relies on the other departments as they add to the value chain. One way for a company to integrate its different departments is enterprise resource planning. ERPs are software programs that allow companies to join together data across operations on a company wide basis (Jessup and Valacich 248). ERPs store company information in a common database and allow all departments to access it from one central location (Koch). Companies without ERPS may contain many legacy systems, each operating with different

Cisco Systems, Inc.: Implementing ERP [HBR case #699022] Reviews Cisco System's approach to implementing Oracle's Enterprise Resource Planning (ERP) software product. This case chronologically reviews the diverse, critical success factors and obstacles facing Cisco during its implementation. Cisco faced the need for information systems replacement based on its significant growth potential and its reliance on failing legacy systems. The discussion focuses on where management was particularly savvy in contrast to where it was the beneficiary of good fortune.

Foremost among these is that the ERP implementation efforts of many of their larger counterparts have resulted in partial failure, and in some cases total abandonment. Moreover, small manufacturers tend to lack the financial resources to adopt the entire system and may be forced to adopt a piecemeal approach to integrating the typically expensive ERP systems into their services. It is also felt that the lower staff levels in smaller enterprises when compared to their larger counterparts are inadequate for the rigorous and extensive IT training and development requirements for implementing an ERP project. It is however important for these firms to ensure that they make adequate studies of ERP systems before deciding to do away with them altogether because it has been found that they can be of use to the success of the business, especially after successful

In 2005, Trinity’s focus was to plan on how to economically reduce controls and SOX related expenses without jeopardizing the valuable time spent on earlier compliance. One of the suggestions was to “invest in a company-wide, single-instance Enterprise Resource Planning (ERP) system that might reduce future SOX costs” (Schultze, 2011). Furthermore, “the ease in which controls could be modified or added being in one location was reason enough to consider the upgrade” (Denizon, 2008). However, the significant monetary and time investment to centralize their Information Systems (IT) was concerning. Then again, Trinity had already proven their ability to properly plan and carryout projects when tasked with challenges as was noted with their successful

ERPs are notoriously difficult and time consuming to install since they impact all areas of a business’s processes. Forty percent of all ERP installations are only completed partially and another twenty percent are complete failures resulting in a removal of the system (Yick, 2011). This leaves successful, complete, ERP implementations in the minority and NIBCO’s selection committee did not want to create additional opportunities to fail, especially with the data issues that were occurring with their legacy systems (Brown, DeHaynes, Hoffer, Martin, & Perkins, 2012).

Most of the information that was used to compose this paper was taken from prior ERP articles, online reference tools, and ERP books.

Scholars from around the world have written for years on several common theses for why ERPs are growing in representation. Commonly, authors incorporate ERP platforms and

The entire case history revolves around enterprise resource planning (ERP). The Resort case talks about carefully structuring an IT system so that the IT program is well-matched to the company and corresponds to its offerings and needs. The case history provides us with an indication of 3 recommendations that can be employed in order to choose an ERP system that is most effective and helpful to one's needs.

The problem presented by Joseph-Armand Bombardier is the upcoming third round of ERP implementation in his organization. Even though a big improvement over the efficiency and success of execution between the first ERP round (Mirabel plant) and second round (Saint-Laurent plant), there is still room for improvement.

Because Tektronix previously had problems implementing IT projects, the company was mindful that replacing their legacy systems could be a risky undertaking. Further, it was well-known that wide-scale ERP implementation would be a very costly endeavor. Consequently, Tektronix managed the risks of its ERP implementation by having a coherent, guiding vision entailing: 1) separability of the businesses; 2) leveraging shared services; and 3) staying as "plain vanilla" as possible.

With the help of an ERP system, if all the data is consolidated at a single place and all the units have access to this huge repository of data, it can benefit the business tremendously. Not only will there be transparency among the units, but there will also be cross-divisional sharing of best practices and information. ERP software will help Maytag integrate business processes across the various divisions into a single enterprise-wide information system. This will improve coordination across functional departments and increased efficiencies of doing business. The immediate benefit can also be the reduced operating costs, such as lower inventory control cost, lower production costs, lower

Besides, the creators assert that their examination was particular from earlier studies. The more extensive fields of enthusiasm for ERP frameworks had been principally centered around ERP usage and undertaking administration perspectives (e.g. Oliver et al. 2005; Ehie and Madsen 2005; Yusuf et al. 2004), and those about ERP dangers had been tended to in ERP business issues and perspectives e.g. Kleim and Ludin (2000, p3). Interestingly, the exploration point of ERP post-usage was to a great degree constrained. Accordingly, they particularly focused on dangers in ERP post-usage to satisfy this examination hole. In any case, most as of late, there have been more analysts who have gotten to be keen on this range, for example, ERP post-usage execution in the Chinese producing Industry (Yan et al. 2010).

ERP have been by and largely situated towards enormous companies, be that as it may, as of late ERP planners are searching for broadening the market. Hence they are mulling over the PYMES segment and they are utilizing successful procedures to get that market, as for example the developing of systems with a portion of the following attributes: