Training on Enterprise Resource Planning

Training Classes beginning from 1.03.2006

The following modules will be included in ERP training

· INTRODUCTION: 
Enterprise Resource Planning 
The Implementation Challenge 
· COMPANY-WIDE IMPLEMENTATION
Company-Wide Implementation-Overview
Software 
Getting Ready 
Project Launch 
Initial Education
Sales & Operations Planning
Process Definition
Data Integrity
Going on the Air-Basic ERP (Phase I)
Going on the Air-Supply Chain Integration (Phase II)
· QUICK-SLICE IMPLEMENTATION
Quick-Slice ERP-Overview
Quick-Slice ERP-Implementation
· BEYOND ERP IMPLEMENTATION
Operating ERP
The Strategic Future (Phase III)
· Other
The Fundamentals of Enterprise Resource Planning
Plant Floor Organization Formats
Job Shop versus Flow Shop
Sample Implementation Plan

Total Duration of classes will be 40 hrs, for 4 Weeks

Enterprise Resource Planning 

We are not talking about software. One more time: We are not talking about how to select software and install it on your computers. Rather, we are concerned about how to implement superior business processes in your company processes that yield a competitive advantage.

Right now you might be thinking: Wait a minute. The name of our training is ERP. How can it not be about software? The answer is that Enterprise Resource Planning (ERP) is not software. One more time: ERP is not software. There’s a lot of sloppy terminology flying around today in the business press, and one misnomer is to label enterprise-wide transaction processing software systems as ERP. These software packages support effective resource planning and make much of it feasible, but they don’t truly do it. Plus these packages contain many business processes other than resource planning.

Therefore, we need to trot out another acronym that does refer to software: ES. This stands for Enterprise System or Enterprise Software. In our training Mission Critical, we will describes enterprise systems as packages of computer applications that support many, even most, aspects of a company’s information needs. That makes sense to us. Now for another distinction: Not all ERP business functions are contained in the typical Enterprise Software......

The Implementation Challenge 

CATCH-22
There’s an apparent catch-22 involved in implementing Enterprise Resource Planning successfully. It goes like this:

1. It’s a lot of work.
   Implementing ERP as a new set of decision-making processes is a major undertaking involving many people throughout the company, including general management. In essence, the entire company must learn how to deal with demand and supply issues in a new way. The speed of information flow with enterprise software combined with ERP’s new approach to all of the planning and execution systems represents a major shift in company thinking—and that means a lot of work.
2. It’s a do-it-yourself project.
   Successful implementations are done internally. In other words, virtually all of the work involved must be done by the company’s own people. The responsibility can’t be turned over to outsiders, such as consultants or software suppliers. That’s been tried repeatedly, and......

Company-Wide Implementation-Overview

Earlier we talked about the two different implementation approaches contained within the Proven Path methodology: Company Wide and Quick Slice. We’ll get into the details of Quick Slice later on. For now, let’s look at how to implement ERP on
a company-wide basis. To get started, consider the following:

It’s possible to swallow an elephant . . . one chunk at a time. 

Be aggressive. Make deliberate haste. Implement in about 18 months or less.

Those two concepts may sound contradictory, but they’re not. There’s a way to swallow the elephant one chunk at a time and still get there in a reasonable time frame. Here’s the strategy:

1. Divide the total ERP implementation project into several major phases to be done serially one after another.
2. Within each phase, accomplish a variety of individual tasks simultaneously. For almost any company, implementing all of ERP is simply too much to handle at one time. The sum of the chunks is too much to......
   

Earlier, we talked about how software for ERP is like a set of golf clubs. We said that owning a fine set of clubs does not by itself make a good golfer. On the other hand, playing golf at a world class, competitive level requires a full set of clubs, even if your name happens to be Tiger Woods. The same is true for companies: Owning good software of and by itself won’t make you more competitive, but to be competitive requires a reasonably complete set of software.

The emergence of Enterprise Software over the past ten years has revolutionized not just how computers are used but the very way companies think. In the past, a typical company would design its own software for individual operations or would purchase "off the shelf " software for specific tasks. This led to a complex mix of non matching systems that rarely communicated well and led to extensive maintenance of systems. Companies had large IS (information systems) or IT (information technology) organizations that wrote software, provided the linkages to purchased systems, and maintained the system. Because these software experts were often located inside individual business units, it sometimes happened that different units could not communicate with each other except through written reports.