1. 1
A BPR Intervention Case - Lorna Nigeria Limited
By
Ekeoma Kelechi Alaezi1 ,
Walter Kruz2
Abstract
The business of Lorna Nigeria Limited (a member off the $3billion Godrej Group) revolves around hair
extensions like braids, weaves and wigs. The huge demand for these fast moving goods is making the hair
industry one of the fastest growing ones in Africa. The company chose Geotek 2014 to provide business
process re-engineering and client side functionality support for its Microsoft AX 2012 ERP solution as it
expanded to Ghana. The ERP solution with all its permissible modules seats on a cloud platform with the
Mumbai Datacentre.
Since a BPR intervention is not merely the adaptation of an ERP system or the business processes of an
organization; changes in the way of doing business as well as on the structure and culture of an organization
must be made; changing the way of working of an organization and the process-oriented vision that
organization needs to integrate should be seen.
After intense user interviews, ideas brought from prior experiences and on-the-job user experiences
alongside global information technology realities elucidated the following reviews.
Driving Change
A simple review was done, from physical production to system controls before and after production, then
finished goods to sales and customer interfacing. We bring you a review of cross departments functions.
Sample Factory/Physical Processes - Weavon-on Making
Cut => Comb=> Cut=>Sealing
 Depending on Every Item
 Machine (Sewing)
 Conditioner
 Drying
 Rolling
 Oven at hot temperature
 Loosing
 Packing ( 24 in a carton)
1
Ekeoma Kelechi Alaezi (Project Manager at Endeavour Africa group) holds an MBA in International Business from Silicon Valley sited Lincoln University,
CA; an MCP Dynamics AX ERP&SAP ERP professional and an Oracle & Microsoft Database administrator of many years.
2
Walter Kruz (wrkruz@lincolnuca.edu, Dr of Business Administration, Lincoln University, Oakland, CA, USA)

2. 2
Sample ERP process
Item Master Management to Finished Goods and vice versa.
Launching of products is usually done by the R&D department. R&D runs the campaign or approach saloon
and demonstrates the product. R&D department reviews the response from the customer about the
product. If the response is good, they finalize the product and set the demand for the product. IT
department creates the item code for the newly launched product. Currently there is no standard coding or
standard practice is available to define the item code.
The ERP System keeps track of daily production item types and counts.
 Raising a Production Order involves choosing
 The BOM
 The color of the items
 Inventory Site from relevant ERP fields in the production Module.
 After which Posting is done
 Shipment Transfer is 'Received'
Weaves factory production in progress
Sample create product definition form

3. 3
Sample Reporting
Fields for reports could very well be customized for users to reflect relevant fields for seamless inter-
department relations as well as for audit related physical archiving.
Transfer Order Fields
Sales Order Fields
‘Destination’ and shop dispatch / display

4. 4
CUSTOMER RELATIONSHIP MESSAGING CONFIGURATIONS
By automating customer account statement generation from the ERP software with Microsoft outlook
remotely and programatically meant our sales personnel, already familiar with inconsistencies in customer
account reconciliation now had periodic statements cc'd to them in a smarter way providing them a
proactive and better way of resolving any inconsistencies seamlessly.
The Sales Analyst simply had to re-learn how to use the built-in CRM features of an integrated Dynamics AX
ERP.
Unified Messaging was next as we set up the add-in GUI linking to the Developer tab of Outlook 2013.
OTHER RELATED PROCESS IMPROVEMENT ADAPTATIONS
1. Finance/Reco Cash Bank Implementation 2014 (nomenclatural)
2. GPS / vehicle monitoring rollout for company trucks.
3. The platform was set up by smart track solutions unit of Endeavour Africa. The solution with the
help of Google maps is used to generate relevant reports like trip reports, fuel consumption reports,
idle time, stopover reports and other exception reports for logistics, IT and Human Resource
decisions.
4. Setup Master Data for line discounts for categorized customers based on location and volume of
sales.
5. We customized Sales Orders creation and ensured Invoice, Picklist and Telesales ERP user modules
had the Unit price, Discounts and other company sensitive fields disabled. These ensured end users
could not tamper with sensitive financial related master data.
6. Production, Forecasting and Reservation controls.
Tightly integrated Bill of Materials/Finished goods planning reports were introduced.
7. ERP appreciation training and basic Information Technology knowledge upgrade of new raw
materials warehouse staff and Telesales support and Invoicing Teams.
8. Trained all Credit and Collection staff on the best practices on the ERP, policies and procedures in
Credit and Collections with screen shot slides. Reference guides were walled in their offices.
Rich integration of short messaging with automated customer account generation and delivery

5. 5
Conclusions
Organizations under study are usually multinationals in the industrial sector. The case study here is for a
foremost Indian multinational. Based on that review, one concludes that: 1- organization size plays a key
role in ERP systems implementation; 2- the factors that affect late ERP adoption differ from those that
affect early implementation; 3- cultural collision can be felt at ERP implementation; 4- diligent studies on
success factors in ERP implementation are few in number; 5- there is not one single dimension to measure
ERP system success.
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