An ERP implementation is all about collaboration. Not only with your colleagues, but also with the software partner. Together, you must ensure that the system is set up optimally. But that is quite a task. The relationship between software vendor and customer on the shop floor is an important factor for risk management. A relationship that can be characterized as "customer and supplier" does not promote cooperation. A partnership does. But how do you create that?
Communicating openly with each other
What issues are in the background? Is a reorganization imminent, is there a staff shortage or perhaps too little knowledge of the current setup? Dare to be open about this. Only then can these circumstances be taken into account. I often find out at the end of an implementation or even much later why an implementation was difficult. Being open creates better communication, while bottling up frustrations leads to problems and poor cooperation. Speaking to each other often and daring to tell the truth (spirited discussions) ensure the best results. What also contributes is getting to know each other well personally in addition to business contact. When you know what someone is like as a person you can understand him/her better.
Accepting (and embracing) the change
New ERP software brings change and thus in some cases not being able to do what you are used to doing. Sometimes even after eight weeks of workshops, core users still only see what they are missing and not the tremendous progress. How do you get this to change? Again, openness and awareness. The change is going to happen, the core user will have to go along with it. There is a job here for the project leaders, the steering committee and the consultants to identify and take action in time. If this does not happen, the project will be in jeopardy. Mutual understanding is important here; on the one hand one must not remain stuck in the past, on the other hand there must also be an understanding that people have difficulty with the change.
Not being afraid to make decisions
ERP software links administrative processes together, making primary business activities more efficient. This does mean that choices have to be made in the processes and set-up of the system. Setting clear frameworks in advance within which the workgroup can make decisions makes this a lot faster and easier. The working group must have the mandate to decide together. Of course, there are also choices that the steering committee must make, but the implementation is more successful and efficient when the working group can make as many decisions as possible itself.
Attention to continuity
Core users must be given the opportunity to spend time on implementation themselves in addition to the moments with the consultant. Setting up and testing processes, creating work instructions, training end users; a lot of time goes into that. But the daily work also continues. With a view to continuity, it is important to find a good balance here. Being able to spend enough time on successfully implementing the software together, but without this being at the expense of daily business.
Conclusion; a successful ERP implementation goes far beyond installation, conversion and setup. Open communication, mutual understanding, decisiveness and continuity are the human aspects for successful implementation.
Rahana Soedhoe is Senior Consultant at Dysel and helps organizations work more efficiently through enterprise-wide deployment of software applications.
