Nibco's Erp Implementation
A Miracle? – Nibco’s Successful ERP Implementation
Table of Contents
1. Executive Summary 4
2. Statement of Issues 4
2.1 The Background 4 2.2 The Need for Integration – Key Drivers for the Solution Change 5 2.3 Organizational Risks during the ERP Implementation 6 2.3.1 On Budget 6 2.3.2 The functionality must work, there was no other alternative 6 2.3.3 The Implementation had to be on time 6 2.3.4 Business Process Change 7 2.3.5 Lack of Related Knowledge 7 2.4 Technical Issues during the ERP Implementation 7 2.4.1 Delay of the Consolidation of Distribution Centers 7 2.4.2 Data Loading Difficulties 8
3. Data Analysis – the Outcome 8
3.1 Short Term Results 8 3.2 Long Tem Results 9
4. Nibco’s Solution Analysis 12
4.1 Sustained Management Support 12 4.2 Accurate Vision and Planning 12 4.3 Appropriate Usage of Consultants 13 4.4 Focus on Change Management 13
5. Nibco’s Change Management Approach 14
5.1 The Application of Kotter’s Change Management Process to Nibco 14 5.1.1 Establishing a Sense of Urgency 14 5.1.2 Forming a Powerful Guiding Coalition 14 5.1.3 Creating a Vision 15 5.1.4 Communicating the Vision 15 5.1.5 Empowering Others to Act on the Vision 15 5.1.6 Planning for and Creating Short-Term Wins 16 5.1.7 Consolidating Improvement and Producing Still More Change 16 5.1.8 Institutionalizing New Approaches 16 5.2 How to Deal with Resistance to Change 17 5.2.1 Administrator – Enhance communication, Reduce misunderstanding 17 5.2.2 Staff People – Eliminating Self-preoccupation 18 5.2.3 Foreman – Specifically Selected; Identify Changes from User’s Point of View 18 5.2.4 Operating People – Open Communication and Incentives 18 5.3 Study of Dialectics of Change 19 5.3.1 Overcoming Configuration Barrier 19 5.3.2 Overcoming
Table of Contents
1. Executive Summary 4
2. Statement of Issues 4
2.1 The Background 4 2.2 The Need for Integration – Key Drivers for the Solution Change 5 2.3 Organizational Risks during the ERP Implementation 6 2.3.1 On Budget 6 2.3.2 The functionality must work, there was no other alternative 6 2.3.3 The Implementation had to be on time 6 2.3.4 Business Process Change 7 2.3.5 Lack of Related Knowledge 7 2.4 Technical Issues during the ERP Implementation 7 2.4.1 Delay of the Consolidation of Distribution Centers 7 2.4.2 Data Loading Difficulties 8
3. Data Analysis – the Outcome 8
3.1 Short Term Results 8 3.2 Long Tem Results 9
4. Nibco’s Solution Analysis 12
4.1 Sustained Management Support 12 4.2 Accurate Vision and Planning 12 4.3 Appropriate Usage of Consultants 13 4.4 Focus on Change Management 13
5. Nibco’s Change Management Approach 14
5.1 The Application of Kotter’s Change Management Process to Nibco 14 5.1.1 Establishing a Sense of Urgency 14 5.1.2 Forming a Powerful Guiding Coalition 14 5.1.3 Creating a Vision 15 5.1.4 Communicating the Vision 15 5.1.5 Empowering Others to Act on the Vision 15 5.1.6 Planning for and Creating Short-Term Wins 16 5.1.7 Consolidating Improvement and Producing Still More Change 16 5.1.8 Institutionalizing New Approaches 16 5.2 How to Deal with Resistance to Change 17 5.2.1 Administrator – Enhance communication, Reduce misunderstanding 17 5.2.2 Staff People – Eliminating Self-preoccupation 18 5.2.3 Foreman – Specifically Selected; Identify Changes from User’s Point of View 18 5.2.4 Operating People – Open Communication and Incentives 18 5.3 Study of Dialectics of Change 19 5.3.1 Overcoming Configuration Barrier 19 5.3.2 Overcoming
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