Visual South’s number one criterion in hiring consultants is experience in manufacturing. Almost all of our customers are responsible for making or repairing something, and the entire business usually revolves around work orders. With this being the case, our consultants have to understand manufacturing. Typically, they held a leadership position in a manufacturing company, such as controller, CFO, plant manager, CIO, COO, or other similar titles.
The role of Information Technology (IT) in an ERP implementation project is very important. The IT manager should always be part of the project as their department will be responsible for assisting during the software evaluation, installing the software or connectivity, and providing the ongoing infrastructure support needed for an optimum-performing ERP system and environment.
...the “Top 10 Things I Wish My ERP Implementation Partner Told Me About.” This was the title of a session at a recent ERP user conference I attended. Naturally, as an ERP implementation vendor, I wanted to sit in and gain some perspective from a large group of customers.
If you use work orders to produce goods and aren’t getting manufacturing analytics out of your ERP system, you have an important resource that’s untapped. The good news is this can be fixed. The other good news is fixing it will lead to a smoother operating production floor with a more predictable output. There is no “easy” button, but there is a proven method you can follow to mine manufacturing analytics. Companies that use this method find managing production is easier, because they have data. They know what to fix, and just as importantly, what to leave alone. Data leads to focus, which leads to better results. It’s not magic, but it does work.
In 1789, Benjamin Franklin wrote, “In this world nothing can be said to be certain, except death and taxes.” I think he got it mostly right. He should have said: “In this world nothing can be said to be certain, except death, taxes, and the need for custom reports from your ERP system.” In Ben’s defense, computers and ERP systems weren’t invented yet, so he did the best he could...
In the job shop machine industry there is a funny answer to the question, “What do you make?” The response is, “Chips. We make metal chips. The faster we make them, the better we are doing.” (Metal chips are made with a metal cutting tool removing the material you don’t want. The tools are used on equipment like a lathe or a mill. Want to know how they work? Read this.)
It seems that “manufacturing data analytics” is the popular buzz term in every facility these days. Management concludes they must collect and analyze as much data as possible to identify trends and opportunities within the manufacturing process. Every sample of data should somehow equate to an ability to gain a competitive advantage. And yet the most common result is analysis paralysis.
I hope everyone had a nice summer. Now that all the kids are back in school, maybe you should think about going “back to school” as well. Let me explain.
Companies put a lot of time, effort, and money into evaluating, purchasing, implementing, and maintaining ERP systems. They are worth the effort, but if managed incorrectly, you can slip backward and revert to being the company you set out to correct when you initially purchased your ERP.
My guess is the headline above didn't tell you anything you don't already know. There is a difference though between knowing and doing. You don't need me going into detail of the benefits of flossing your teeth or eating right, so I'm going to focus on the benefits of documenting your ERP system procedures. I promise you two things: This won't be a finger wag if your procedures aren't documented. Also, I will reveal an easy way to document your procedures. The third point isn't a promise, but it is a goal. I'll try to make this interesting, so keep reading.
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