University March 19‚ 2013 NIBCO’s “Big Bang”; An Sap Implementation NIBCO’s Inc. is a midsized manufacturer of values and pipe fitting headquartered in Elkhart‚ Indiana (Brown‚ Dehayes‚ Hoffer‚ Martin & Perkins‚ 2012‚ p.468). NIBCO had over 3000 employees and reported $461 million annual revenue. The company implemented SAP R/3 among its ten plants and four new distribution centers. Top management did not take the advice of their consultants concerning taking a slower approach
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INTRODUCTION (5 Points) NIBCO Inc. is a middle size company that is privately held and that specializes in the manufactures of pipe fittings as well as valves. The organization’s headquarters are in Elkhart in the same city in which it was founded more than a century ago. Prior to December 1997 the company utilized a legacy system in its administration and operations. However‚ a number of events and processes set into motion a move towards significant change in the organizational system in the company
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Why did NIBCO decide to purchase an ERP system? Why did they decide to implement SAP R/3 without any customization? NIBCO decided to purchase an ERP system because they wanted to integrate all the operations of the organizations over a single platform. They hoped that this would eliminate the problems related to coordinating information and data from standalone systems. This way‚ the organization would function more efficiently. The issue with the current system was that it had become obsolete
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NIBCO has 100 years history and $ 400 million revenues. The main product is flow control like valves‚ fitting‚ and hangers so on. Compare to other same types of manufacturers‚ NIBCO wants to provide low price and differentiation of flow control products. In these days‚ the product quality is not only a requirement among the commodity markets. The value-added services also are good ways to attract more customers. However‚ when NIBCO wants to give value-added services to customers‚ the old system cannot
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NIBCO Case Study Discussion Ronald E. Giachetti‚ Ph.D. Associate Professor Industrial and Systems Engineering Florida International University Duane P. Truex‚ Ph.D. Associate Professor Robinson College of Business Department of Computer Information Systems Georgia State University MBA 8125 Information technology Management ERP Methodology and Project Management Professor Duane Truex III 1 Air Force Mentor-Protégé Program NIBCO Epilogue • NIBCO experienced a major dip in productivity
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THe Pillars of the Big bang theory THE 3 PILLARS OF THE BIG BANG THEORY In the beginning there was nothing-no time to describe ‘when’ or no space to fill matter in. From this void sprung our universe when time and space came into existence as one entity. Despite its name the big bang theory isn’t really a theory about a bang at all. It is really only a theory about the aftermath of a bang (Allen Guth). The Big Bang theory is widely accepted by modern scientists‚ some however still doubt
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implementation of SAP ERP solution in NIBCO‚ a manufacturer of pipe and fittings‚ a mid-size manufacturer with about 3‚000 employees and revenue over 460 million USD. The company has implemented successfully the full package of ERP solution‚ provided by SAP‚ the leading solution provider under the consultancy of Boston Consulting Group. NIBCO has gained the success by good management and project team understanding‚ determination and experiences. The method of implementation of NIBCO for this ERP solution is
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NIBCO’s “Big Bang”: SAP Implementation In 1994‚ after a significant strategic planning effort took place‚ NIBCO Inc.‚ decided to implement a plan to‚ “Go Live” with a new SAP program. (Brown‚ Dehayes‚ Hoffer‚ Martin & Perkins. 2012) The reasons behind NIBCO’s decision to implement and ERP System are those that are familiar to other companies who have made the same decision. One of the key conclusions from the strategic planning that led to the ERP implementation was that the organization
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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
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SUPPLY CHAIN MANAGEMENT REPORT 2004 sponsored by part of the Industry Research Report program from The Manufacturer CONTENTS Sponsor list Objectives‚ methodology‚ and demographics Executive summary Supply chain maturity Barriers to collaboration Does your company’s supply chain management measure up? Page 8 Business challenges Supply chain metrics State of the market Supply chain technology investment and initiatives Measuring supply chain investment payback Current and planned capabilities
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