This document outlines an agenda for an ERP conference on dos and don'ts. The agenda includes ERP keynotes, case studies on process analysis, software selection, customization vs standard ERP, and data conversion. Tips are provided on typical mistakes made in ERP projects such as not addressing business problems directly and believing software alone can solve issues. The document also discusses challenges of ERP projects, important aspects like change management, and tips for improving live systems through a quick scan, prioritized plan, and step-by-step delivery.
This document discusses applying lean principles and value stream mapping to administrative and office processes. It provides an overview of value stream mapping and how to map both production and non-production processes. The document outlines a process for mapping the current state, which includes documenting customer needs, identifying processes, selecting metrics, and calculating performance. It also discusses designing a future state and applying lean thinking at the functional level throughout an organization.
OEE Financial Benefits From Component ImprovementLean Teams USA
OEE has long been used as a Lean measure for the effectiveness of production equipment. It is mainly used to determine where to focus improvement efforts, Availability, Performance, or Quality. This presentation provides an explanation of OEE and a case study of how improvements to each of the OEE factors can demonstrate financial results
This document discusses various Lean concepts and tools including 5S, visual controls, Kaizen, value stream mapping, pull vs push scheduling, mistake proofing, changeover time, Six Sigma, activity-based costing, Theory of Constraints, ergonomics, and knowledge management. It also briefly discusses costs of accidents and conducting effective meetings.
Lean Office is a management philosophy based on the Toyota Production System (TPS). With Lean Office, you will be able to enhance value for your customers by improving and smoothing the process flow and eliminating waste. Simply put, by becoming a Lean Office, you will be able to increase productivity and create greater customer value with less resources.
By teaching this presentation to managers and employees working in Office/Service environments, they will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
NUMBER OF SLIDES: 127
LEARNING OBJECTIVES:
By the end of the program, you would be able to:
1. Understand the principles and key concepts of Lean
2. Identify value and waste
3. Gain an overview of key Lean principles and tools, and their applications
4. Apply 5S principles to improve office organization and efficiency
5. Apply a simple problem solving process
CONTENTS:
1. Introduction to Lean Office
2. Key Concepts of Lean Office
3. Overview of Lean Methods & Tools
4. Ways to develop "Kaizen Eyes"
5. Lean Roles
6. Sustaining a Lean Office
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
This document provides an overview of lean value and waste training. It defines value-added and non-value added activities, with typical processes having only 2-5% value-added activities. The document discusses the seven types of waste - transportation, inventory, motion, waiting, overproduction, overprocessing, and defects. It provides examples of waste in offices, IT systems, and manufacturing. The benefits of lean include reduced cycles, better delivery, more capacity, better quality, and improved customer satisfaction.
This is the presentation I gave for my Senior Project in Industrial & Manufacturing Engineering at Indiana Institute of Technology August 17, 2009...A for the class!
The document discusses how lean and agile methodologies can be applied to application maintenance services (AMS). It defines AMS and its key components, including a work ticket queue, business prioritization of tickets, release planning, and a support team. The document argues that AMS is well-suited for lean because its components align with lean principles like iterative delivery, minimizing waste, and continuous value delivery. It provides examples of lean enhancements for AMS project management and reporting, such as daily stand-ups and visual status reporting.
The document discusses lean principles and techniques for reducing waste in offices. It outlines concepts like 5S, visual controls, kaizen, value streams, and mistake proofing. It also identifies common types of waste in offices like errors, unnecessary motion, waiting, and underutilized employees. Case studies show that applying lean led to major reductions in sales order cycle time, engineering change order time, and response time to customer requests, as well as a large drop in employee errors. The document advocates using 5S and visual controls to eliminate waste and gain control over processes, standardize improvements, and maintain critical parameters. It asks the reader to identify waste in photos and discusses implementing visual workplace techniques like flow arrows and color coding floors and areas
This document discusses applying lean principles and value stream mapping to administrative and office processes. It provides an overview of value stream mapping and how to map both production and non-production processes. The document outlines a process for mapping the current state, which includes documenting customer needs, identifying processes, selecting metrics, and calculating performance. It also discusses designing a future state and applying lean thinking at the functional level throughout an organization.
OEE Financial Benefits From Component ImprovementLean Teams USA
OEE has long been used as a Lean measure for the effectiveness of production equipment. It is mainly used to determine where to focus improvement efforts, Availability, Performance, or Quality. This presentation provides an explanation of OEE and a case study of how improvements to each of the OEE factors can demonstrate financial results
This document discusses various Lean concepts and tools including 5S, visual controls, Kaizen, value stream mapping, pull vs push scheduling, mistake proofing, changeover time, Six Sigma, activity-based costing, Theory of Constraints, ergonomics, and knowledge management. It also briefly discusses costs of accidents and conducting effective meetings.
Lean Office is a management philosophy based on the Toyota Production System (TPS). With Lean Office, you will be able to enhance value for your customers by improving and smoothing the process flow and eliminating waste. Simply put, by becoming a Lean Office, you will be able to increase productivity and create greater customer value with less resources.
By teaching this presentation to managers and employees working in Office/Service environments, they will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
NUMBER OF SLIDES: 127
LEARNING OBJECTIVES:
By the end of the program, you would be able to:
1. Understand the principles and key concepts of Lean
2. Identify value and waste
3. Gain an overview of key Lean principles and tools, and their applications
4. Apply 5S principles to improve office organization and efficiency
5. Apply a simple problem solving process
CONTENTS:
1. Introduction to Lean Office
2. Key Concepts of Lean Office
3. Overview of Lean Methods & Tools
4. Ways to develop "Kaizen Eyes"
5. Lean Roles
6. Sustaining a Lean Office
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
This document provides an overview of lean value and waste training. It defines value-added and non-value added activities, with typical processes having only 2-5% value-added activities. The document discusses the seven types of waste - transportation, inventory, motion, waiting, overproduction, overprocessing, and defects. It provides examples of waste in offices, IT systems, and manufacturing. The benefits of lean include reduced cycles, better delivery, more capacity, better quality, and improved customer satisfaction.
This is the presentation I gave for my Senior Project in Industrial & Manufacturing Engineering at Indiana Institute of Technology August 17, 2009...A for the class!
The document discusses how lean and agile methodologies can be applied to application maintenance services (AMS). It defines AMS and its key components, including a work ticket queue, business prioritization of tickets, release planning, and a support team. The document argues that AMS is well-suited for lean because its components align with lean principles like iterative delivery, minimizing waste, and continuous value delivery. It provides examples of lean enhancements for AMS project management and reporting, such as daily stand-ups and visual status reporting.
The document discusses lean principles and techniques for reducing waste in offices. It outlines concepts like 5S, visual controls, kaizen, value streams, and mistake proofing. It also identifies common types of waste in offices like errors, unnecessary motion, waiting, and underutilized employees. Case studies show that applying lean led to major reductions in sales order cycle time, engineering change order time, and response time to customer requests, as well as a large drop in employee errors. The document advocates using 5S and visual controls to eliminate waste and gain control over processes, standardize improvements, and maintain critical parameters. It asks the reader to identify waste in photos and discusses implementing visual workplace techniques like flow arrows and color coding floors and areas
Lean is a systematic approach to eliminating waste through continuous improvement. It aims to provide customers what they want, when they want it, without wasting resources. The document outlines key Lean concepts like the eight wastes, tools like 5S and visual controls, and processes like rapid improvement events and value stream mapping that analyze and improve workflow. Implementing Lean can increase process speed, reduce costs, improve delivery, and simplify operations through waste elimination.
Oracle Clinical and RDC Implementation Standards and Best PracticesPerficient
This document summarizes an agenda for a presentation on Oracle Clinical / Remote Data Capture Implementation Standards and Best Practices. The presentation covers who the intended audience is, defines what best practices are, explains why standards are important, discusses common themes around teamwork, standards, process improvement and training. It also outlines topics on user roles and functions, standard operating procedures, work instructions, and implementation and usage standards. The goal is to provide guidance on best practices for implementing Oracle Clinical and Remote Data Capture to increase efficiency, quality and productivity.
Bridging the gap between quality and finance may 2013John Cachat
The document summarizes a presentation about bridging the gap between quality and finance. It discusses how quality professionals and CFOs have similar interests in processes, documentation, audits, and risk management but different focuses. It advocates for management accounting to provide internal cause-and-effect analysis. Examples show how tracking metrics at different stages of new products could improve profits. The presentation also covers quality management system strategies, a process approach, and justifying quality projects to finance using metrics like ROI.
The document discusses connecting manufacturing operations through internet of things (IoT) technology. It describes the company's current state with some factories using automation and limited IoT connectivity. The desired future state involves accelerated IoT deployment across all facilities for data connection, analytics, and consolidation. The presentation then outlines IoT and augmented reality solutions that can be implemented, such as asset optimization through predictive maintenance. Case studies show benefits companies have seen including increased visibility, reduced costs and emissions, and improved decision making.
Are we there yet? Rev up your productivity with project management toolsAnnis Lee Adams
This document summarizes a pre-conference workshop on project management tools held at the CARL Conference on April 4, 2014. The schedule included an introduction to project management case studies, a discussion of project management theory and best practices, a workshop to plan a project using paper and pencils, and a software showroom and test drive of various project management software options. Speakers included representatives from California Maritime Academy, William Jessup University, and Golden Gate University.
This document summarizes the Anchorage Water and Wastewater Utility's journey to improve their asset management and work performance tracking using their Maximo software system. Key points include that previous efforts to improve Maximo were unsuccessful, but the current initiative is having more success by focusing on incremental improvements, user involvement, and clear key performance indicators. The utility is working to transition from reactive to proactive asset management using Maximo to track costs, schedule work more efficiently, and support data-driven decision making.
Speedbump or Springboard? Leveraging Change to Move Nintex Promapp ForwardEileenTan67
It's a fact of life that things change. Business is always in flux – changes in market conditions and staff movements can challenge even the most robust process improvement plan. But these 'bumps in the road' can also be huge opportunities. Get tips and examples for how you can drive forward with Nintex Promapp during those times when things don't go exactly as planned.
The document describes a learning session about improving decision making using the RAPID tool. RAPID stands for Recommend, Agree, Perform, Input, Decide and defines decision roles and accountabilities. It focuses on clarifying who should be involved in what capacity for decisions. The session covers what RAPID is, how it works, behaviors to support it and an exercise applying it to a hypothetical decision. Participants practice using RAPID templates to assess current decisions and commit to improving decision making effectiveness.
This document discusses document management systems (DMS) and provides an overview of how they work. It notes that most companies' strategic information is not stored digitally and is scattered across various sources, making it difficult to locate documents. It then defines a DMS, describing the four main technology components: storage, database, workflow, and web access. It addresses common excuses for not implementing a DMS and how to overcome them. Finally, it provides guidance on getting started with a DMS, emphasizing assessing current processes before selecting software.
In this 1-hour webinar you’ll learn what Lean is, why Lean is good for business and how some of the basic Lean concepts like 8 Wastes and Visual Management can improve and transform your operation.
Download the slides and more at https://goleansixsigma.com/webinar-introduction-to-lean/
Start your free Yellow Belt Training at http://www.goleansixsigma.com/free-lean-six-sigma-training/
Get The 8 Wastes Poster at https://goleansixsigma.com/product/the-8-wastes-poster/
Supply Chain Visibility: Navigating the Road to Successful Automation - A Pro...Aggregage
Automation can be an incredibly powerful tool to lower costs, increase capabilities, and enable scaling. However the road to implementing automation can be long and challenging even when all the proper steps are taken. Being equipped with the proper tools and knowledge of common pitfalls when implementing automation can make the difference between a show stopping disaster and seamless success.
Watch the recorded webinar here: https://www.supplychainbrief.com/frs/10124181/navigating-the-road-to-successful-automation---a-process-driven-approach
Making Improvement Standard: Making Agile Practices Dynamic through Lean Stan...LitheSpeed
1. The presenter is Arlen Bankston, who has 14 years of Agile experience and is a Lean Six Sigma Master Black Belt with experience in user experience, product development, training, coaching, and management.
2. The presentation covers the concepts of standard work and A3 problem solving from Lean, and how to apply them to Agile processes to continuously improve practices and processes through experimentation and documentation of standards.
3. Examples are provided of how standard work and A3s can be used to document and improve processes for sprint planning, definition of done, estimation practices, onboarding new team members, and using visual management systems.
Personally designed (content + graphics design), officially accredited AgilePM® (Agile Project Management) Foundation courseware.
AgilePM® is a Registered Trade Mark of Dynamic Systems Development Method Limited.
Trademarks are properties of the holders, who are not affiliated with courseware author.
An Empirical Study on the Relationship between the Use of Agile Practices and the Success of Scrum Projects
A. César C. França, Fabio Q. B. da Silva, Leila M. R. de Sousa Mariz
Abstract-In this article, factors considered critical for the success of projects managed using Scrum are correlated to the results of software projects in industry. Using a set of 25 factors compiled in by other researchers, a cross section survey was conducted to evaluate the presence or application of these factors in 11 software projects that used Scrum in 9 different software companies located in Recife-PE, Brazil. The questionnaire was applied to 65 developers and Scrum Masters, representing 75% (65/86) of the professionals that have participated in the projects. The result was correlated with the level of success achieved by the projects, measured by the subjective perception of the project participant, using Spearman's rank correlation coefficient. The main finding is that only 32% (8/25) of the factors correlated positively with project success, raising the question of whether the factors hypothesized in the literature as being critical to the success of agile software projects indeed have an effect on project success.Given the limitations regarding the generalization of this result, other forms of empirical results, in particular case-studies, are needed to test this question.
Paper presented at Empirical Software Engineering and Measurement Conference, Bolzano, 2010.
http://www.haseresearch.com
This document introduces the PDCA (Plan-Do-Check-Act) model and Universal Mistake Prevention and Quality Verification (UMPQV) approach. It explains each step of PDCA and provides examples. UMPQV expands on traditional poke-yoke methods by making solutions universal, process-oriented, and enabling communication. The document argues UMPQV is better suited than poke-yoke for complex, high-variety production by preventing mistakes, verifying quality, and communicating results.
Visual management controls systems techniquesKobi Vider
The document discusses visual management systems and techniques used to maintain an organized and efficient workplace. It describes how visual management systems provide visual trends of progress against goals and help identify opportunities for improvement. Key aspects of visual management systems include using metrics that are understood by all, have clear improvement targets, and can be tracked by the affected departments on a daily basis. Examples of common business metrics that can be visually tracked include quality, costs, delivery, inventory, customer service levels, productivity, and employee morale. Dashboards are highlighted as an effective visual tool to monitor current performance across these critical areas.
Implementing ERP is a critical strategic initiative. With Plexlane's experience you can meet your goals using our well defined implementation methodology while maintaining business operations and controls.
Deloitte is Canada's largest professional services firm providing audit, tax, consulting, enterprise risk and financial advisory services. It has over 8,000 total employees across Canada, including over 5,500 professional staff and 2,000 administrative staff working out of 56 locations. Deloitte provides consulting services in areas such as human capital, strategy and operations, and technology to clients across many industries.
Deloitte Football Money League - Planet FootballDeloitte UK
Welcome to the 20th edition of the Deloitte Football Money League in which we profile the highest revenue generating clubs in world football. Published just eight months after the end of the 2015/16 season, the Money League is the most contemporary and reliable analysis of the clubs’ relative financial performance.
To read the full report, visit www.deloitte.co.uk/dfml
Deloitte Teknoloji Fast 50 Türkiye 2017Firat Demirel
This document discusses the results of the 2017 Deloitte Technology Fast 50 Turkey program. It provides an overview of the top 50 fastest growing technology companies in Turkey over the past 4 years. Oplog, an e-logistics company headquartered in Ankara, topped the list with a 4,564% growth rate. The Turkish technology sector grew 14.4% in 2016 and companies collectively spent over 1.5 billion TL on research and development. The document also analyzes trends from a survey of the CEOs of the top 50 companies regarding growth strategies, opportunities, and challenges.
Lean is a systematic approach to eliminating waste through continuous improvement. It aims to provide customers what they want, when they want it, without wasting resources. The document outlines key Lean concepts like the eight wastes, tools like 5S and visual controls, and processes like rapid improvement events and value stream mapping that analyze and improve workflow. Implementing Lean can increase process speed, reduce costs, improve delivery, and simplify operations through waste elimination.
Oracle Clinical and RDC Implementation Standards and Best PracticesPerficient
This document summarizes an agenda for a presentation on Oracle Clinical / Remote Data Capture Implementation Standards and Best Practices. The presentation covers who the intended audience is, defines what best practices are, explains why standards are important, discusses common themes around teamwork, standards, process improvement and training. It also outlines topics on user roles and functions, standard operating procedures, work instructions, and implementation and usage standards. The goal is to provide guidance on best practices for implementing Oracle Clinical and Remote Data Capture to increase efficiency, quality and productivity.
Bridging the gap between quality and finance may 2013John Cachat
The document summarizes a presentation about bridging the gap between quality and finance. It discusses how quality professionals and CFOs have similar interests in processes, documentation, audits, and risk management but different focuses. It advocates for management accounting to provide internal cause-and-effect analysis. Examples show how tracking metrics at different stages of new products could improve profits. The presentation also covers quality management system strategies, a process approach, and justifying quality projects to finance using metrics like ROI.
The document discusses connecting manufacturing operations through internet of things (IoT) technology. It describes the company's current state with some factories using automation and limited IoT connectivity. The desired future state involves accelerated IoT deployment across all facilities for data connection, analytics, and consolidation. The presentation then outlines IoT and augmented reality solutions that can be implemented, such as asset optimization through predictive maintenance. Case studies show benefits companies have seen including increased visibility, reduced costs and emissions, and improved decision making.
Are we there yet? Rev up your productivity with project management toolsAnnis Lee Adams
This document summarizes a pre-conference workshop on project management tools held at the CARL Conference on April 4, 2014. The schedule included an introduction to project management case studies, a discussion of project management theory and best practices, a workshop to plan a project using paper and pencils, and a software showroom and test drive of various project management software options. Speakers included representatives from California Maritime Academy, William Jessup University, and Golden Gate University.
This document summarizes the Anchorage Water and Wastewater Utility's journey to improve their asset management and work performance tracking using their Maximo software system. Key points include that previous efforts to improve Maximo were unsuccessful, but the current initiative is having more success by focusing on incremental improvements, user involvement, and clear key performance indicators. The utility is working to transition from reactive to proactive asset management using Maximo to track costs, schedule work more efficiently, and support data-driven decision making.
Speedbump or Springboard? Leveraging Change to Move Nintex Promapp ForwardEileenTan67
It's a fact of life that things change. Business is always in flux – changes in market conditions and staff movements can challenge even the most robust process improvement plan. But these 'bumps in the road' can also be huge opportunities. Get tips and examples for how you can drive forward with Nintex Promapp during those times when things don't go exactly as planned.
The document describes a learning session about improving decision making using the RAPID tool. RAPID stands for Recommend, Agree, Perform, Input, Decide and defines decision roles and accountabilities. It focuses on clarifying who should be involved in what capacity for decisions. The session covers what RAPID is, how it works, behaviors to support it and an exercise applying it to a hypothetical decision. Participants practice using RAPID templates to assess current decisions and commit to improving decision making effectiveness.
This document discusses document management systems (DMS) and provides an overview of how they work. It notes that most companies' strategic information is not stored digitally and is scattered across various sources, making it difficult to locate documents. It then defines a DMS, describing the four main technology components: storage, database, workflow, and web access. It addresses common excuses for not implementing a DMS and how to overcome them. Finally, it provides guidance on getting started with a DMS, emphasizing assessing current processes before selecting software.
In this 1-hour webinar you’ll learn what Lean is, why Lean is good for business and how some of the basic Lean concepts like 8 Wastes and Visual Management can improve and transform your operation.
Download the slides and more at https://goleansixsigma.com/webinar-introduction-to-lean/
Start your free Yellow Belt Training at http://www.goleansixsigma.com/free-lean-six-sigma-training/
Get The 8 Wastes Poster at https://goleansixsigma.com/product/the-8-wastes-poster/
Supply Chain Visibility: Navigating the Road to Successful Automation - A Pro...Aggregage
Automation can be an incredibly powerful tool to lower costs, increase capabilities, and enable scaling. However the road to implementing automation can be long and challenging even when all the proper steps are taken. Being equipped with the proper tools and knowledge of common pitfalls when implementing automation can make the difference between a show stopping disaster and seamless success.
Watch the recorded webinar here: https://www.supplychainbrief.com/frs/10124181/navigating-the-road-to-successful-automation---a-process-driven-approach
Making Improvement Standard: Making Agile Practices Dynamic through Lean Stan...LitheSpeed
1. The presenter is Arlen Bankston, who has 14 years of Agile experience and is a Lean Six Sigma Master Black Belt with experience in user experience, product development, training, coaching, and management.
2. The presentation covers the concepts of standard work and A3 problem solving from Lean, and how to apply them to Agile processes to continuously improve practices and processes through experimentation and documentation of standards.
3. Examples are provided of how standard work and A3s can be used to document and improve processes for sprint planning, definition of done, estimation practices, onboarding new team members, and using visual management systems.
Personally designed (content + graphics design), officially accredited AgilePM® (Agile Project Management) Foundation courseware.
AgilePM® is a Registered Trade Mark of Dynamic Systems Development Method Limited.
Trademarks are properties of the holders, who are not affiliated with courseware author.
An Empirical Study on the Relationship between the Use of Agile Practices and the Success of Scrum Projects
A. César C. França, Fabio Q. B. da Silva, Leila M. R. de Sousa Mariz
Abstract-In this article, factors considered critical for the success of projects managed using Scrum are correlated to the results of software projects in industry. Using a set of 25 factors compiled in by other researchers, a cross section survey was conducted to evaluate the presence or application of these factors in 11 software projects that used Scrum in 9 different software companies located in Recife-PE, Brazil. The questionnaire was applied to 65 developers and Scrum Masters, representing 75% (65/86) of the professionals that have participated in the projects. The result was correlated with the level of success achieved by the projects, measured by the subjective perception of the project participant, using Spearman's rank correlation coefficient. The main finding is that only 32% (8/25) of the factors correlated positively with project success, raising the question of whether the factors hypothesized in the literature as being critical to the success of agile software projects indeed have an effect on project success.Given the limitations regarding the generalization of this result, other forms of empirical results, in particular case-studies, are needed to test this question.
Paper presented at Empirical Software Engineering and Measurement Conference, Bolzano, 2010.
http://www.haseresearch.com
This document introduces the PDCA (Plan-Do-Check-Act) model and Universal Mistake Prevention and Quality Verification (UMPQV) approach. It explains each step of PDCA and provides examples. UMPQV expands on traditional poke-yoke methods by making solutions universal, process-oriented, and enabling communication. The document argues UMPQV is better suited than poke-yoke for complex, high-variety production by preventing mistakes, verifying quality, and communicating results.
Visual management controls systems techniquesKobi Vider
The document discusses visual management systems and techniques used to maintain an organized and efficient workplace. It describes how visual management systems provide visual trends of progress against goals and help identify opportunities for improvement. Key aspects of visual management systems include using metrics that are understood by all, have clear improvement targets, and can be tracked by the affected departments on a daily basis. Examples of common business metrics that can be visually tracked include quality, costs, delivery, inventory, customer service levels, productivity, and employee morale. Dashboards are highlighted as an effective visual tool to monitor current performance across these critical areas.
Implementing ERP is a critical strategic initiative. With Plexlane's experience you can meet your goals using our well defined implementation methodology while maintaining business operations and controls.
Deloitte is Canada's largest professional services firm providing audit, tax, consulting, enterprise risk and financial advisory services. It has over 8,000 total employees across Canada, including over 5,500 professional staff and 2,000 administrative staff working out of 56 locations. Deloitte provides consulting services in areas such as human capital, strategy and operations, and technology to clients across many industries.
Deloitte Football Money League - Planet FootballDeloitte UK
Welcome to the 20th edition of the Deloitte Football Money League in which we profile the highest revenue generating clubs in world football. Published just eight months after the end of the 2015/16 season, the Money League is the most contemporary and reliable analysis of the clubs’ relative financial performance.
To read the full report, visit www.deloitte.co.uk/dfml
Deloitte Teknoloji Fast 50 Türkiye 2017Firat Demirel
This document discusses the results of the 2017 Deloitte Technology Fast 50 Turkey program. It provides an overview of the top 50 fastest growing technology companies in Turkey over the past 4 years. Oplog, an e-logistics company headquartered in Ankara, topped the list with a 4,564% growth rate. The Turkish technology sector grew 14.4% in 2016 and companies collectively spent over 1.5 billion TL on research and development. The document also analyzes trends from a survey of the CEOs of the top 50 companies regarding growth strategies, opportunities, and challenges.
Simply Irresistible: Engaging the 21st Century WorkforceJosh Bersin
Josh Bersin's keynote presentation on the Simply Irresistible Organization, a new and expanded way of thinking about employee engagement and building a people-centric company.
Top 5 Deep Learning and AI Stories - October 6, 2017NVIDIA
Read this week's top 5 news updates in deep learning and AI: Gartner predicts top 10 strategic technology trends for 2018; Oracle adds GPU Accelerated Computing to Oracle Cloud Infrastructure; chemistry and physics Nobel Prizes are awarded to teams supported by GPUs; MIT uses deep learning to help guide decisions in ICU; and portfolio management firms are using AI to seek alpha.
This document discusses Enterprise Resource Planning (ERP) systems. ERP systems combine databases across departments into a single database that can be accessed by all employees to automate business processes. The document outlines the components and implementation of ERP systems, noting that while ERP systems can integrate data and standardize processes to realize benefits, implementation requires significant costs, time, and risks management. Best practices for a successful ERP implementation include aligning the system with business strategy and processes, gaining executive support, training users, and viewing implementation as an ongoing process of learning and adaptation.
An Enterprise Resource Planning (ERP) system can help you extract value from your business. A successful system can provide insight for decision making, opportunities for efficiencies, assist with controlling processes, and provide business agility.
This document provides an introduction to Enterprise Resource Planning (ERP) systems. It outlines learning outcomes for the course, ground rules, contact information, assessment criteria, and an assignment. It then discusses what ERP is, the business processes it supports, typical modules, advantages and disadvantages, implementation issues, evolution of ERP, the ERP market and vendors. In particular, it describes ERP as an integrated suite of applications that supports business operations across an enterprise through a single database. It aims to integrate and standardize business processes and data.
7 Steps to a Successful ITSM Tool ImplementationNavvia
The document outlines 7 steps to a successful ITSM tool implementation: 1) Identify gaps in current processes and capabilities; 2) Leverage existing templates and standards rather than starting from scratch; 3) Involve stakeholders to gain adoption rather than working in isolation; 4) Capture requirements to ensure the tool meets business needs rather than assuming out-of-box will work; 5) Validate designs through iterations and sign-off to prevent scope creep; 6) Educate users to drive adoption of new processes; 7) Govern processes to ensure accountability and consistency over time. Following these 7 steps can help ensure an ITSM tool implementation is successful.
Continuous Improvement, make it visible - ICSPI 2006 - Ben LindersBen Linders
Communication is an important factor in improvement programs. Communication pictures the goals and approach of an improvement program. It can motivate people to commit to change, by showing expected benefits and early results. But wrong or too much communication can also frustrate people, getting them to resist changing.
Many improvement programs are run by technical persons, in a technical environment. Often communication is undervalued and underestimated, and perceived as difficult. It is something that people are inexperienced in, which makes them feel uncomfortable. But if they get started, and take some hurdles, they can get better in it. This presentation provides hands-on information, and hint & tips.
This presentation will show how vital communication is for improvement programs. It supplies a set of tools and techniques to improve the visibility of targets and results, and will explain how this has been used to monitor and steer continuous improvement in an R&D organization. Views on continuous improvement from different stakeholders are included, to show their needs on communication.
This document summarizes the key findings from upgrading a utility company's CRM system from version 5.0 to 7.0. It discusses the three upgrade options that were considered and why the company chose to perform the upgrade themselves. It also outlines lessons learned around vendor selection, leveraging SAP tools, automated testing, change management, and the impact on key utility processes like contract management. Project metrics like hours, defects, duration, and replication statistics are provided.
Had a heaven sent opportunity to carry out a half a day workshop on business process management.
Conducting lean six sigma workshops to allow organizations including not for profits to harness the true potential of lean six sigma - transactional cost reductions and waste removal. To identify and mitigate risk in projects to achieve efficiency and productivity gains
Was also a panellist along with Deloittes and the kaizen Institute on a lunchtime webinar on process re-engineering
Preparing for ERP? 9 Steps to Minimizing Mistakes and Maximizing ROIJeff Carr
When looking for a new ERP system, your organization should take the time to evaluate software vendors and their systems to find the best fit for your needs. Equally important is to look internally and evaluate the level of readiness for ERP among your project team and throughout your company. This informative webinar helps companies jump-start their efforts when considering an ERP project.
Get the details on avoiding common pitfalls when preparing for ERP including:
- Project Management Strategies
- Executive Alignment
- Data Conversion
- Future State Visioning
ERP stands for Enterprise Resource Planning. It refers to a type of software that organizations use to manage and integrate various aspects of their business processes. ERP systems are designed to streamline and automate workflows, facilitate data flow between different departments, and provide real-time information across the organization.
Key features of ERP systems include:
Integrated System: ERP integrates different business processes and functions, such as finance, human resources, manufacturing, supply chain, customer relationship management (CRM), and more into a single unified system.
Centralized Database: ERP systems use a centralized database to store and manage data from various departments. This allows for consistent and accurate information across the organization.
Automated Processes: ERP software automates routine tasks and business processes, reducing the need for manual data entry and improving efficiency.
Real-time Reporting and Analytics: ERP systems provide real-time insights and reporting capabilities, allowing organizations to make informed decisions based on up-to-date information.
Improved Communication: With data shared across departments in real-time, communication and collaboration between different teams become more effective.
Compliance and Security: ERP systems often include features to ensure compliance with regulations and industry standards. They also typically have security measures to protect sensitive business data.
Scalability: ERP systems are designed to grow with the organization. They can scale to accommodate increased data, users, and business complexity.
Implementing an ERP system can lead to various benefits such as increased operational efficiency, better decision-making, improved customer service, and enhanced competitiveness. However, ERP implementations can be complex and require careful planning and execution to be successful.
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Senturus offers a full spectrum of services in business intelligence and training on Power BI, Tableau and Cognos. Our resource library has hundreds of free live and recorded webinars, blog posts, demos and unbiased product reviews available on our website at: http://www.senturus.com/senturus-resources/.
Different Phases of ERP Implementation | OptiProERP OptiProERP India
ERP implementation methodology guides the implementation team through the implementation process of the ERP system. It is comprised of phases, deliverables, and tasks. No matter how well your ERP solution has been implemented, the ultimate value is delivered only by the methodology.
This document discusses implementing metrics to measure and improve IT teams at a company. It proposes measuring four areas: operational excellence, business value, customer orientation, and future orientation. Metrics include defects per release, cycle time, business value generated, outages, user feedback, employee engagement, skills, and architecture simplification. The goals are to inspect changes from agile transformation, provide teams with useful feedback, and develop measurements that help both teams and business objectives. Metrics must be lightweight, valuable, simple, and comparable across teams.
Failed ERP lessons - Webinar Take aways by Bista SolutionsBista Solutions
Lessons Learned From Failed ERP Implementations. Learn how to avoid ERP implementation Failures. And Know what are the keys to successful ERP Implementation.
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Keynote 2 - The 20% of software engineering practices that contribute to 80% ...ESEM 2014
This presentation will challenge the application of metrics and other software engineering practices in commercial companies that do not have to comply with safety/ regulatory standards and thus can chose the SDLC approach that they feel more appropriate and cost effective for the intended purpose. Which are the practices that are really applied to make things happen under the tight constraints of time to market and profitability? A snapshot of the "hands-on" situation from the perspective of a large consulting company engaged with many customers in various markets and domains.
Bio: Gualtiero Bazzana is Chairman of ITA-STQB, Head of Marketing WG for ISTQB and Managing Director of Alten Italia. He has been working in the IT domain since 20 years with a long lasting experience in the areas of testing, process improvement, quality. He has authored 50+ papers at international conferences on such subjects
This document provides information about conducting a Simple Lean event. It begins with an introduction to Simple Lean as an approach that leverages basic lean methods over a shorter time period compared to traditional lean. The concept is described as highly focused sessions driving simplification and customer alignment over 4 hours with a small group. Sample agendas, facilitation tips, and examples of using Simple Lean for process mapping and identifying issues are then outlined. Key aspects of Simple Lean highlighted are limiting the scope to focused areas, restricting actions to be completed within 30 days, and engaging a small work group for a brief session.
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To meet the challenge we must break down organizational and procedural silos by:
- Leveraging new technologies and work methods
- Map out, re-engineer, automate and integrate processes
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JumpStart Inc. is a non-profit organization based in Northeast Ohio that helps communities realize their entrepreneurial potential. The document outlines an agenda for a workshop to discuss transforming technology-based economic development (TBED) through technology. The agenda includes introductions, presenting a foundational thesis and survey highlights, introducing a TBED technology framework, an activity to apply the framework, and critical discussions on customer relationship management, marketing capabilities, and reporting/analytics solutions. The goal is for participants to develop a high-level technology roadmap for their organizations.
The Lean Startup Method: Its Value for TestersTechWell
A startup is an organization created to deliver a new product or service under conditions of extreme uncertainty. Approximately 40 percent of all startups will cease operation with investors losing everything; 95 percent will fall short of their financial projections. And the number one cause of startup failure? No one wants to buy their product. Eric Ries, author of The Lean Startup, learned that under conditions of extreme uncertainty, classical management methods do not bring success. Based on his and others’ experiences, he formulated the Lean Startup methodology consisting of five important principles: (1) Build-Measure-Learn (BML) loop, (2) Minimum Viable Product (MVP), (3) Validated Learning, (4) Customer Development, and (5) One Metric That Matters. Lee Copeland believes these same Lean Startup ideas have great value for testers. Come and discover how the BML loop is similar to exploratory testing, how the MVP idea suggests a Minimum Viable Set of Tests, how Customer Development suggests developing clients for your testing services, and more. Learn how to apply Lean Startup ideas in your testing organization.
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For their first edition, the TriFinance Book Club has read 'Abundance' by Peter Diamandis and Steven Kottler. The book explores how four major forces are conspiring to solve our biggest problems. It serves as an antidote against pessimism and sets hard targets for change.
TriFinance / ParkLane Insight Group has been applying the Abundance principles since the early beginning. Abundance is 'Furthering People for Better Performance' and our environment for a new and better work place and a greater society as a whole. Reinventing the workplace where we give people room for growth and fostering entrepreneurship is our mission at TriFinance. This is a shared responsability of our Project Consultants, our BaseCamp team together with our clients.
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These are the slides of the keynote as presented during the 2015 Record To Report Seminar (R2R): from data to Management Reporting.
Topics handled are R2R & the do's and don'ts of the R2R process, with a generic framework on how to realize your strategic R2R goals. For more information, see detailed description below
FirstlyThe keynote addresses the R2R process as a whole. What is understood and what are the challenges withing this process?
Secondly, a clear view is given to the importance of the coherence throughout the different Layers of the Information Pyramid (Master Data, Transactional Systems, Analytics and Corporate Performance Management).
Thirdly a general framework is given on how to cope with these challenges. How to effectively realize your company R2R goals. Throughout the presentation the practical Do's and Don'ts can serve as a tips & tricks guide for any company.
If interested in more detailed information on this or other topics, please don't hesitate to contact kris.dhulst@trifinance.be
Find out what it means to have tact and diplomacy. Read on how people often invalidate each other and how you can improve on your effective listening skills.
1) John Gray authored the bestselling book "Men are from Mars, Women are from Venus" which explored how men and women view emotional support differently. He held workshops where keeping score of affectionate gestures was used as a playful way to illustrate this concept.
2) Similar expectations around courtesy, cooperation, support etc. can apply in the workplace, though different roles may value these behaviors differently depending on circumstances.
3) Using positive language when communicating opens up dialogue and signals a willingness to work together cooperatively, aligning with reciprocity principles. Saying "yes" is more powerful than "no".
This document discusses the power of positive intentions and the law of attraction. It explains that positive thoughts and actions attract positive responses from others, while negative thoughts and actions attract negativity. When people are treated in a kind, pleasant manner it releases endorphins and creates a positive environment where people listen and become inspired. The law of attraction also applies to how we think of ourselves - positive self-affirmations can boost self-esteem and attract recognition from others for our strengths and talents. Reciprocity is the expectation that positive actions will be returned in a way that has equal perceived emotional value.
Mathias Vandermoere and André Greca, two experienced financial consultants at TriFinance explain what soft skills consultants need to be ahead of the current in today's world where everything around is changing in an exponential way.
This document describes TriFinance's new approach to talent development called "Living MeInc" which focuses on self-directed career development and flexibility. The key aspects of Living MeInc are:
1) Professionals ("Me Inc-ers") explore their competencies, interests, values and ambitions to define their own career destination rather than being assigned roles.
2) Me Inc-ers compose individual development plans which they align with TriFinance to gain transparency and commitment.
3) The process is supported by career coaching from TriFinance and focuses on continuous self-reflection and realization of achievements.
4) This approach aims to make TriFinance the preferred partner for clients and preferred platform for professionals to have more
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Professionals today are looking for support, not control. They like autonomy – and space.
We know from experience that people work better and harder when they get more freedom and room for manoeuvre.
April 30, 2014. That is the deadline for implementing the new MiFID regulations for insurers, brokers, bancassurers and all distributors of retail insurance product.
This will have an impact on different domains such as commissioning and positioning of distribution channels, product development and pricing, and foremost the overall transparency towards the end client.
Heidi Cortois explained in a webinar:
*Briefly the changes in regulation and the timing
*The impact on the insurance sector
*Our personal advice for the implementation
*The potential change in the insurance landscape
The document discusses how a newly appointed controller can get control of their new role. It addresses controlling the team, understanding the business and strategy, analyzing financial data and reports, and ensuring clean and quality data. The controller is advised to understand their team roles and dynamics, analyze the company's market, strategy, processes and key metrics. They should also evaluate reporting structures and data quality to ensure accurate and useful reporting. Maintaining control requires monitoring for changes, continuous improvement, and self-care.
The document discusses how organizations must prepare for continuous improvement and change. It outlines an agenda to discuss change, process documentation, process mining, and continuous improvement. Process documentation is important but challenging, as it reveals processes, applications, roles and risks. Process mining measures and analyzes processes and paves the way for quick wins and focused improvements. Continuous improvement should become an organizational mindset achieved through discovery, description, communication, and measurement in an ongoing cycle. Partnering on continuous improvement networks can help organizations adapt and improve.
TriFinance - Knowledge Circle Business IntelligenceTriFinance
The document discusses challenges with traditional business intelligence (BI) projects, including a focus on tools over business needs and a lack of business involvement. This has led to high failure rates for BI projects. The document proposes a solution that puts the business in the driver's seat, clearly defines information needs and goals upfront, identifies relevant data sources, keeps projects focused and short-term, and involves business users throughout.
This document discusses opportunities for optimizing financial processes through electronic invoicing (e-invoicing). It covers the following key points:
1) E-invoicing can provide opportunities for cost savings, efficiency gains, and improvements to the financial supply chain process through reduced processing costs, fewer errors, faster approval times, and better visibility of invoices and payments.
2) The EU directive on e-invoicing establishes equal treatment of paper and electronic invoices and promotes uptake of e-invoicing. It requires authenticity, integrity of content and readability of invoices.
3) Adopting e-invoicing requires considering different data formats and building blocks like email invoices, XML invoices through service providers or port
This document discusses ERP systems and ERP project management. It begins with an introduction to TriFinance and an overview of roles in finance. It then defines ERP as enterprise resource planning software that aims to integrate business processes and information across departments. The document outlines some advantages and disadvantages of ERP implementations, which are large expensive projects with a high failure rate. It concludes by emphasizing that finance professionals benefit from understanding information technology systems since ERP is the backbone for data in many companies.
Seminar: Gender Board Diversity through Ownership NetworksGRAPE
Seminar on gender diversity spillovers through ownership networks at FAME|GRAPE. Presenting novel research. Studies in economics and management using econometrics methods.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Vicinity Jobs’ data includes more than three million 2023 OJPs and thousands of skills. Most skills appear in less than 0.02% of job postings, so most postings rely on a small subset of commonly used terms, like teamwork.
Laura Adkins-Hackett, Economist, LMIC, and Sukriti Trehan, Data Scientist, LMIC, presented their research exploring trends in the skills listed in OJPs to develop a deeper understanding of in-demand skills. This research project uses pointwise mutual information and other methods to extract more information about common skills from the relationships between skills, occupations and regions.
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5. ERP key note
• ERP projects in real life
• Tips & tricks
• What if the system is already live?
24 April 2014 page 5ERP do’s and don’ts
6. A typical ERP project
Some
persistent
business
problem
oops!
Sudden issue is wake-up
call for action
“Need
new
software!
Quick!”
“This is the
perfect
tool”
“Let’s go
go go!”
“No time
but IT is
working
on it.”
oops!
a few months + a lot of money
“This is not
what we need.”
24 April 2014 page 6ERP do’s and don’ts
7. Typical mistakes
Not tackling a
business problem
directly
Believing that
software will solve
your problem
Software selection
without company
& IT strategy
Software selection
without thorough
investigation
Too little business
input
Good operational
people get massively
overloaded with work
Some
persistent
business
problem
oops!
“Need
new
software!
Quick!”
“This is the
perfect
tool”
“Let’s go
go go!”
“No time
but IT is
working
on it.”
oops!
24 April 2014 page 7ERP do’s and don’ts
8. ERP challenges are harder than they appear
DESIGN
PROJECT MANAGEMENT
unclear priorities
translating business to IT
solutiontoocomplex
ADAPTORGANISATION
INTEGRATE PROCESSES
RESISTANCE
skilllevels
breakdownsilos
tackling problems at the root
underperformers
CULTURE
data quality
workload
support
LEADERSHIP
COMMUNICATION
software selection
responsibilities
incentives
testing
LINK TO STRATEGYERP EXPERIENCE
BUDGET
projectduration
expectations
24 April 2014 page 8ERP do’s and don’ts
9. Important aspects of ERP projects
Initiate
& Plan
Analyse
& Design
Build
& Test
Implement
Hyper-
care
Operate
& Close
Project Management – Governance; Project plan; Budget; Follow-up; Project reporting; Issue management; ...
Change Management – Stakeholder dialogue; Communication plan; Buy-in; Resistance; ...
Training – Training end users in new mind-set, new processes & new tool(s)
Functional – Business expert team; organisation; roles & responsibilities; design; testing; issue escalation; …
Systems – Vendor relations; Relating to internal IT team; IT strategy; IT architecture; tools; interfaces; data; ...
Support Organisation – Preparing additional support for go-live period
Phases
Workstreams
Reporting – Management reporting needs; impact on design; flexible data models; relating ERP to BI
24 April 2014 page 9ERP do’s and don’ts
GO-LIVE
10. Tips & tricks
• Processes & people first
– The system does not solve everything
• Business in charge
– IT much needed for technical aspects
• Realistic budget in Euro / man-days / duration
– less people available more workload than you think
• Change management
– Communication; Dialogue; Involve people
• Embedding continuous improvement
– Project does not stop at go-live
24 April 2014 page 10ERP do’s and don’ts
11. If a live system has problems
• Do not panic & take it step by step
• Step 1 : Quick Scan ~ few days of work
– get a specialist to map out all issues
– Holistic view: business / people / IT / culture / data / ...
• Step 2 : Agree priorities & plan ~ few weeks of work
– Priorities mostly from a business perspective
– Realistic estimates for the plan ( requires experience)
• Step 3 : Deliver step by step
– Stabilise each result prior to taking next step
24 April 2014 page 11ERP do’s and don’ts
12. Agenda
ERP key notes 08:30 – 09:00
Case studies 09:00 – 10:10
Q & A 10:10 – 10:30
Reception 10:30 - …
24 April 2014 page 12ERP do’s and don’ts
13. Agenda
ERP key notes 08:30 – 09:00
Case studies 09:00 – 10:10
process analysis – Saskia Van Kerckvoorde 15’
software selection 15’
standard ERP versus customizing 15’
data conversion 15’
importance of good design (video) 10’
Q & A 10:10 – 10:30
Reception 10:30 - …
24 April 2014 page 13ERP do’s and don’ts
14. Opportunity / problem statement
– The system does not work
• How can the system be improved
• Do we need another system
– We need a system
• To move towards automation and reduce the manual
interaction and creation of transparency and visibility
• Innovation – do more with less
24 April 2014 page 14ERP do’s and don’ts
15. Situation description
Some facts:
• Case 1 : Post-merger integration of 2 SME’s
– Construction industry
– 2 small organizations merged about 1 year ago
– Assessment and optimization of currently used ERP system
• Case 2 : Automation of core business process
– Facility management industry
– 10.000 workers / 300 first-line operations managers
– Implement a system that automates core process : sign contract with customer
plan and provide services bill customer
24 April 2014 page 15ERP do’s and don’ts
17. The road to the solution…
• Customers suggested approach
– Look at my system and tell me what is the solution
• TriFinance approach
– Step 1 : Interview some key stakeholders
– Step 2 : “As Is” Processes and systems
– Step 3 : “To Be” Processes and systems
24 April 2014 page 17ERP do’s and don’ts
Interviews
As-Is processes
& systems
To-Be processes
& systems
Func & tech
requirements
18. “Do” look at your system and processes
• Why look at your business from a 'systems & processes' point-of-view?
• Business runs on systems, systems run through processes
• Optimum system performance is nearly impossible with flawed or
inefficient processes.
“If you can't describe what you are doing as a process,
you don't know what you are doing.”
W.E. Deming
24 April 2014 page 18ERP do’s and don’ts
19. “Do” focus on the “added value” processes
• Conclusions from interviews
– Core problem not solely related to systems
• Unclear roles and responsibilities
• Communication
• A lot of rework (inefficiency)
– Basis for scope of project and “As Is”
• Conclusions and results from “As Is” processes
– No standard process across the organization and individualized processes
– Unclear roles and responsibilities
– Awareness and acceptance of “pain points” and “best practice”
– Basis for the “To Be processes”
24 April 2014 page 19ERP do’s and don’ts
20. Resulting into “To Be” processes
• “To Be” processes
– 6 processes optimized to 2 process flows
– Clear roles and responsibilities
– Organization wide validation and buy-in
– Change Management
– Basis for functional and technical system requirements
24 April 2014 page 20ERP do’s and don’ts
21. Processes – People - Tools
People
Process
Tools
People without
process is “action
without effectiveness”
NOT efficiency
Tools enhance
efficiency but not
effectiveness
Processes without
people is “paper
and ink”
24 April 2014 page 21ERP do’s and don’ts
22. Agenda
ERP key notes 08:30 – 09:00
Case studies 09:00 – 10:10
process analysis 15’
software selection – Luc Dekimpe 15’
standard ERP versus customizing 15’
data conversion 15’
importance of good design (video) 10’
Q & A 10:10 – 10:30
Reception 10:30 - …
24 April 2014 page 22ERP do’s and don’ts
23. Steps in selection decision process
• Case : semi-public company
– existing systems not flexible / lot of customizing
– weak reporting / not process driven
• Detail of desired improvements as is to be ?
• processes
• functionalities (e.g. reporting, dimensional structures)
• Specified requirements to define and to draft
• Important document for blue print once implementation starts
24 April 2014 page 23ERP do’s and don’ts
24. Steps in selection decision process
…
Decision criteria
Start
implementation
Assessment offer,
references, gaps...
Start
implementation
24 April 2014 page 24ERP do’s and don’ts
Functional & Technical
Requirements
Request for
Proposal (RfP)
First
offer
Discussion &
negotiation
Best And Final
Offer (BAFO)
Proof of Concept
demo (PoC)
Decision
Start
implementation
Design …
25. Selection criteria for partner and software
• references (check, relevancy, feed-back)
• proposed implementation and project plan
– (days, approach, impact internal organization, team software provider ...)
• licence granularity
• licence price and maintenance fee
• implementation fees (consultancy)
• impact on internal IT
• degree of customizing versus standard functionalities
• reliability of partner
• ...
24 April 2014 page 25ERP do’s and don’ts
26. Proof of Concept (PoC)
• Always include a Proof of Concept (PoC) scenario in RfP
– proof of concept test should last +/- 4 hours
– keep master data simple / focus on core processes
– describe clearly and step by step the transactions you want to
‘see’ based on well defined data
– all participants evaluate PoC at end of session
– materiality is crucial in PoC
24 April 2014 page 26ERP do’s and don’ts
27. Proof of Concept (PoC)
• Make score card to evaluate the PoC outcome
– by topic / domain
– with weight importance by domain and topic
– separate input from every participant global consensus
• PoC gives flavour of expertise and skills of implementation
partner
24 April 2014 page 27ERP do’s and don’ts
28. Example score card PoC
150 113,2 PoC gewicht van de geteste items
75%
Weging Score Criteria # X op 10
20 15,3 1. Demo kwaliteit 11 84 Dit betekent : 84/110 = 76%
13% 76%
Opbouw van de PoC demo 2 8
Software Expertise van het presentatie team 3 7
Funktionele POC expertise van presentatie team 2 6
Integriteit en attitude 1 10
Tijdsduur 1 9
Inhoudelijke kwaliteit 2 8
30 22,3 2. Gebruiksvriendelijkheid 7 52
20% 74%
65 49,5 3. Funktionaliteiten 26 198 Verwijzing naar RFP
43% 76%
20 15,6 4. Technisch 5 39 Verwijzing naar RFP
13% 78%
15 10,5 5. Lastenboek compliance 6 42
10% 70%
24 April 2014 page 28ERP do’s and don’ts
29. How to score BAFO
• PoC: use score card
• Scoring price: lowest offer = 100 = max points
• Scoring project plan, references, … : use appreciation level
+++ / ++ / + / = / - / - - / - - -
points depend on weight of criteria
24 April 2014 page 29ERP do’s and don’ts
30. How to score BAFO
• each selection element has % impact on total score
POC
PRICE licences
PRICE implementation
REFERENCES
PROJECT PLAN
OTHER...
Example :
24 April 2014 page 30ERP do’s and don’ts
31. Agenda
ERP key notes 08:30 – 09:00
Case studies 09:00 – 10:10
process analysis 15’
software selection 15’
standard vs customizing – Dries Van Avermaet 15’
data conversion 15’
importance of good design (video) 10’
Q & A 10:10 – 10:30
Reception 10:30 - …
24 April 2014 page 31ERP do’s and don’ts
32. Customizing versus standard…
• Difficult decision to make in any ERP system implementation
• Most customizing decisions are being made under time pressure after
or late in the design phase not a well thought-through decision
• Best practice is to identify gaps during demo or design phase
– business needs standard functionality available
• For changes after Design phase: install change request process!
• Not all customizing is bad…
but usually a standard solution is possible
24 April 2014 page 32ERP do’s and don’ts
33. Make cost-benefit analysis
• Customizing = significant impact on short and long term
• Resist making decisions under time pressure
• Make cost-benefit analysis with IT and business elements
Benefits:
– Process efficiency and elimination of manual (re)work
– Shift from transactional actions to value added actions
– Increased management reporting transparency
Costs :
– Development, test and possible rework (do not underestimate!)
– Maintenance and/or rework during future system upgrades
24 April 2014 page 33ERP do’s and don’ts
34. Case – textile production automation (1/3)
• Multinational production company implementing a global ERP in
Belgium and China
• During design phase became clear that the standard ERP production
functionality did not fully cover the different business needs from
sales, management reporting and production quality control :
– Business specific decision logic for end product quality could not
be covered in the ERP
– High number of system transactions had important impact on
costs and could lead to increased financial risks
24 April 2014 page 34ERP do’s and don’ts
35. Case – textile production automation (2/3)
• Approach taken was to integrate all different business needs
in an integrated customized solution, based on the standard
ERP functionality :
– Triggered by standard confirmation system transaction
– Automated algorithm to decide on product quality based on
product classifications and parameters
– Automatic downgrading and material transfer postings of inferior
quality products (and related financial consequences)
• Main benefits :
– Production process automation and elimination of manual errors
– Business logic embedded in system
– Increased financial transparency on sales margins
24 April 2014 page 35ERP do’s and don’ts
36. Case – textile production automation (3/3)
• Decision to customize was taken based on the positive cost-benefit
analysis
• A phased approach was taken
• Phase 1:
– Customized solution being developed and tested in Belgium
– In parallel, the china companies were implemented on the standard ERP
flows. This allowed the organisation to gain experience with the new
system
• Phase 2 - planned:
– Customized solution will be rolled out in China after implementation in
Belgium
24 April 2014 page 36ERP do’s and don’ts
37. Agenda
ERP key notes 08:30 – 09:00
Case studies 09:00 – 10:10
process analysis 15’
software selection 15’
standard ERP versus customizing 15’
data conversion – Nick Van Maele 15’
importance of good design (video) 10’
Q & A 10:10 – 10:30
Reception 10:30 - …
24 April 2014 page 37ERP do’s and don’ts
38. Data conversion challenges
Initiate & Plan • Underestimating required budget & resources for data
Design • Not seeing that 20% exceptions will be 80% of problems (costs)
Build & Test
• A lot of other work next to cleansing – who will do it?
• Do cleaners understand what is required?
• Dummy test data & training data are also needed…
• Sheer workload of cleansing
Implement
• Data have changed: re-convert everything quickly and
correctly
• Sequence of loading data
• What if data do not load? Plan B?
• Who has time to load and solve errors?
Hypercare
• Who is checking operational data quality?
• Keeping up with demand for master data creation
24 April 2014 page 38ERP do’s and don’ts
39. Some real life stories…
• Marcel on a Friday afternoon
• Could you come help us with the go-live?
• What is a customer?
24 April 2014 page 39ERP do’s and don’ts
40. Agenda
ERP key notes 08:30 – 09:00
Case studies 09:00 – 10:10
process analysis 15’
software selection 15’
standard ERP versus customizing 15’
data conversion 15’
importance of design – Troyka Vervaeke 10’
Q & A 10:10 – 10:30
Reception 10:30 - …
24 April 2014 page 40ERP do’s and don’ts
41. Importance of good design
Troyka Vervaeke, Finance manager, Vlerick Business School
testimonal Troyka Vervaecke
24 April 2014 page 41ERP do’s and don’ts
42. Agenda
ERP key notes 08:30 – 09:00
Case studies 09:00 – 10:10
Q & A 10:10 – 10:30
Reception 10:30 - …
24 April 2014 page 42ERP do’s and don’ts