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Making your ERP Implementation a success

Programme

Who should attend?

How will the company benefit?

What will I learn?

Course leaders

Enquiries

 

 

 

 

Overview

Are you about to implement an ERP system with the hope that you will get away from informal systems, multiple spreadsheets, and improve your operating performance? Are you suffering from less than optimum customer service, too much cost, too much inventory, and really do not know how profitable the business is, and think a new system will be the answer to your prayers? ERP implementations are littered with disaster stories and can become expensive projects, leading to failure to ship, loss of profit and even closure of the business. This practical workshop is built on 35 years experience of ensuring that ERP implementations are successful and yield the benefits that are promised by the software company. Come and protect yourself from expensive failure.

 

Programme

When an ERP system is properly implemented it can bring huge benefits to a business. The key to a successful implementation lies not so much in the quality of the system, but in the quality of the education and training that helps users to feel confident to use the system properly. It also relies on having accurate data [Inventory, Bills of Materials, Routings, Planning data and Work Centres]. This course lays out the required organisation, planning and education and training programme to ensure success.

 

The case for an ERP implementation

We show how the need for an ERP system is built up from a frustration with existing systems and processes, and emphasise how the problems lie in the lack of integration of systems, processes and people; and therefore a change of system requires simultaneous changes of processes and more importantly the culture of the business.

 

Organisation

Learn how to structure the project around a Project Sponsor [CEO], Steering committee [Process Owners], Full time project team and Task Teams to support the roll-out of the project. The key is to make sure that it is the steering committee that are collectively responsible for the successful delivery of the project, and not the Project Leader and the Project Team. Ensure that your team are the best people you have got from the business. IT should support the project and not manage a project like this, making it look a systems project.

 

Project Plan

Many companies fail adequately to put together a comprehensive project plan, that properly defines scope, timeline, costs and risks. We will share all the issues with putting together a plan, and provide you with a template that will show an integrated approach to being about change of systems, processes, people and organisation.

 

Software Selection

Too many companies take too long over the software selection process, and hence increase unnecessarily the time taken to complete the project. We can help with a practical approach to choice of software, negotiating the contracts, and ensuring what you buy works. We have templates to help with software selection, and can help you in the selection process through a complete knowledge of how software systems should operate. Avoid 1,000 question checklists and then buying a standard system from the usual prospects. You are going to buy a package, so no point asking what you want from it. Just check it does what it is supposed to do!

 

Cost Benefit analysis

If you were going to buy a piece of equipment you would put together a rigorous Capex case. The same should be true with software. However it is harder; there are hard benefits in terms of improved sales and reduced inventory. We help with those numbers. We will give you an idea of the realistic costs associated with the project. There are also soft benefits like less fire-fighting, a more organised way of working. We will give you an insight on all of these.

 

Process Development

Learn about all of the activities, which the Task Teams need to engage in through the project. We detail the system, process, culture and organisational issues that need to be addressed, and how these need to be turned into educational and training materials. We give you an invaluable list of the activities  that need o be completed - and not just the software activities.

 

Education and Training

Core to approach is creating an effective cascade education process, led and delivered from the top and through the managers in the business. We will show you who should be engaged, how much time they should spend and how the education and training should be structured in order for people effectively to learn Company II - the new ways of working.

 

The Pilot process

All software companies will take you through what they call a "simulation" process. But all this does is totest whether the system works at a transactional level. We will show how to test the simultaneous operation of the whole company with the new system. We have a unique and comprehensive piloting process tat enables you to bullet-proof the cutover to the new system. It guarantees success and avoids all of the pitfalls of all implementations. See our white paper on our articles page - http://www.delospartnership.com/books-articles/articles.html

 

Go Live and Cutover

We will share with you our unique "Go Live" checklist, and share with you how to cutover - including our unique cutover pilots.

 

 

Who should attend?

CEOs, managing directors, finance directors, IT directors, Operations Directors, Project Leaders and senior managers, and project team members, who are wanting to transform the performance of their organisation, by changing systems, processes and people.

 

Those wanting to avoid being one of the 80 % who fail to get the promised benefits from implementing a new ERP system.

 

How will the company benefit?

The company will have a successful implementation of change through the business by engaging the people, making sure the systems work, and embedding the new organisation.

 

As a result the company will gain a real improvement in customer service, which will lead to increased sales – normally around 2-5% of Sales. In addition clients typically achieve 15 - 30% less inventory, and 2 - 5% reduction in overheads through less fire fighting and expediting. Profits will increase by around 10% and cash flow will improve.

 

 

What will I learn?

  • How to organise the project
  • How to make sure there is a realistic benefits case
  • What everyone needs to do
  • How to educate and train everyone in the new ways of working
  • How to properly try out and test the new company in pilots
  • How to cutover to the new system.

 

In-company training

This course can also be delivered exclusively for your team. In-company training ensures everyone is up to best practice standard and you'll benefit from a more open environment to discuss your most pressing issues.

 

So we would be delighted to deliver this course cost-effectively in-house. Get in touch with our Development team at helliedullehan@delospartnership.com or 01789 450568 to find out more.

 

Course leaders

 

Richard Watkins

Managing Director, The Delos Partnership

 

http://www.delospartnership.com/assets/images/richard-watkins.jpg

 

Richard Watkins has specialised in helping with the understanding and implementation of Integrated Business Leadership since 1991.

 

Richard was part of a team in ICI Agrochemicals (now Syngenta), which implemented what was then called ‘MRP II’, and achieved Class ‘A’. The team improved Customer Service to >98% and reduced inventory by 27%. They implemented the first Global Sales and Operations Planning process. Syngenta still operate the same process today.

 

Since then he has worked with a large number of companies, in diverse industries from Engineering, through Chemicals to fast moving consumer goods, and from very large £ multibillion to very small. All look to get away from firefighting to integrated business systems, processes and above all people, resulting in a far more competitive and profitable organisation. All clients have seen significant business benefits in improved customer service, inventory and profitability.

 

David Manning

Senior Partner, The Delos Partnership

 

 

 

Dave's experience in developing and implementing business systems started with British Steel, where he was part of the company's manufacturing systems development team. He later joined the management team of Rolls Royce Motor Cars, where he achieved Class ‘A’ in one of the most successful MRP II implementations.

Dave has worked for the last 18 years as an Oliver Wight Associate, focussing on the implementation of change through the strategic alignment of the integrated business planning process, and has particular expertise in extended supply chain management and global sales and operations planning.

His clients have included global pharmaceutical companies, FMCG companies, chemical companies, and engineering companies.

He brings an inspirational approach to helping clients get their people to bring about major transformation through education.

Enquiries

 

For further information please contact Hellie Dullehan on 01789 450568 or via email on helliedullehan@delospartnership.

 

 

"ERP implementations require good processes, solid data accuracies and a change of mind set for the people. There is a ton of learning for everyone and utilizing Richard and his team will make a huge difference between success and failure.
VP Operations
" We worked together and put an education program together for the team and the senior management to explain what we could achieve. You cannot get this from a software consultant, their focus is on using the system to manage your business, but only based on what you tell them"
Head of Supply Chain and Project Leader

NEXT DATES AND LOCATION

Oxford

 

Three day practical workshop

November 28th - November 30th 2017

 

£ 1,595 per delegate - £ 100 discount if booked four weeks before [hotel accommodation separate ]