Ninawa Hitech
Naniwa Hitech: Implementing ERP
Robert E. Cole
Doshisha Business Cases 05-01 August 2005
Naniwa HiTech: Implementing ERP
Robert E. Cole, Omron Distinguished Professor, Doshisha University
Copyright © 2003 by Robert E. Cole, the Doshisha University. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means – electronic, mechanical, photocopying, recording, or otherwise – without permission from the Doshisha Business School. This case was prepared by Robert E. Cole with the support of Doshisha University and the Institute for Technology, Enterprise and Competitiveness (ITEC). He is indebted to Michael Ger of Oracle USA, Hideyuki Yamagishi of Oracle Japan and Joshua Greenbaum, Principal, Enterprise Applications Consulting for their patience in explaining the intricacies of ERP. Most of all, he is indebted to the anonymous managers at Naniwa HiTech for taking the time to meet and share their experiences.
Introduction Toshi Kikuchi sat in his chair in the eight floor of a decidedly modest Osaka office building contemplating his situation. He has been dispatched four years ago from his corporate position at a major Japanese manufacturing company to an important subsidiary, Naniwa HiTech. He serves as Vice president and General Manager of the Production Division. His initial mission was to lead the implementation of Enterprise Resource Planning (ERP) a major software application initiative designed to unify enterprise-wide information systems. He was also expected to use this implementation as a basis for corporate renewal. As the hard driving executive that he is, he was still unsatisfied with the progress that Naniwa HiTech had made over the last four years. Nevertheless, he believes that the firm had indeed succeeded in accomplishing many of its corporate goals through introducing ERP, whereas many other Japanese corporations have faltered or even refused to try. As a reward, he was being called
Robert E. Cole
Doshisha Business Cases 05-01 August 2005
Naniwa HiTech: Implementing ERP
Robert E. Cole, Omron Distinguished Professor, Doshisha University
Copyright © 2003 by Robert E. Cole, the Doshisha University. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means – electronic, mechanical, photocopying, recording, or otherwise – without permission from the Doshisha Business School. This case was prepared by Robert E. Cole with the support of Doshisha University and the Institute for Technology, Enterprise and Competitiveness (ITEC). He is indebted to Michael Ger of Oracle USA, Hideyuki Yamagishi of Oracle Japan and Joshua Greenbaum, Principal, Enterprise Applications Consulting for their patience in explaining the intricacies of ERP. Most of all, he is indebted to the anonymous managers at Naniwa HiTech for taking the time to meet and share their experiences.
Introduction Toshi Kikuchi sat in his chair in the eight floor of a decidedly modest Osaka office building contemplating his situation. He has been dispatched four years ago from his corporate position at a major Japanese manufacturing company to an important subsidiary, Naniwa HiTech. He serves as Vice president and General Manager of the Production Division. His initial mission was to lead the implementation of Enterprise Resource Planning (ERP) a major software application initiative designed to unify enterprise-wide information systems. He was also expected to use this implementation as a basis for corporate renewal. As the hard driving executive that he is, he was still unsatisfied with the progress that Naniwa HiTech had made over the last four years. Nevertheless, he believes that the firm had indeed succeeded in accomplishing many of its corporate goals through introducing ERP, whereas many other Japanese corporations have faltered or even refused to try. As a reward, he was being called