Keda
1. ERP projects are expensive and risky. Why did Keda decide to embark on an ERP implementation project?
Strong competition within the industry
Lack of internal integration
Pressure from Chinese government agencies
Lack of inventory management
Suboptimal utilization of resources and facilities
The existing Manufacturing Resource Planning (MRP-II) system did not support multi-plant operation
2. What are the major processes of implementing an off-the-shelf ERP system?
Classify the core needs of system
Choosing an ERP vendor
Process redesign
System implementation
System testing
User training
System rollout
3. Leadership plays a pivotal role in the success of ERP projects. Which “leadership best practices” did the Keda managers engage in?
Zhu, the vice general manager ensured all of the senior managers, including the director, were involved in this presentation, negotiation and selection process. During assembling the project team, they insisted the “top dogs” of the various departments be involved. The top management support was also reflected into the tolerance for the production delay after ERP rollout.
4. What were the main challenges faced by Keda in each stage of its ERP project? What factors contributed to the project’s success in the face of these challenges?
The main challenges:
Data preparation: spent a lot of time taking stock and renumbering stock codes so as to ensure data accuracy in the new system
Time: the system needs to be replaced as soon as possible with the rapid multiple demand growth. “big-bang” implementation and the parallel rollout of testing and user training.
Users’ resistance
Production delay
The key success factors
Top management support
Team effort
Clear defines the roles and responsibilities
Rewards and punishments
5. Are the particular strategies adopted by Keda in its ERP project generally applicable to all ERP implementations?
No, the particular strategies adopted by Keda may not be
Strong competition within the industry
Lack of internal integration
Pressure from Chinese government agencies
Lack of inventory management
Suboptimal utilization of resources and facilities
The existing Manufacturing Resource Planning (MRP-II) system did not support multi-plant operation
2. What are the major processes of implementing an off-the-shelf ERP system?
Classify the core needs of system
Choosing an ERP vendor
Process redesign
System implementation
System testing
User training
System rollout
3. Leadership plays a pivotal role in the success of ERP projects. Which “leadership best practices” did the Keda managers engage in?
Zhu, the vice general manager ensured all of the senior managers, including the director, were involved in this presentation, negotiation and selection process. During assembling the project team, they insisted the “top dogs” of the various departments be involved. The top management support was also reflected into the tolerance for the production delay after ERP rollout.
4. What were the main challenges faced by Keda in each stage of its ERP project? What factors contributed to the project’s success in the face of these challenges?
The main challenges:
Data preparation: spent a lot of time taking stock and renumbering stock codes so as to ensure data accuracy in the new system
Time: the system needs to be replaced as soon as possible with the rapid multiple demand growth. “big-bang” implementation and the parallel rollout of testing and user training.
Users’ resistance
Production delay
The key success factors
Top management support
Team effort
Clear defines the roles and responsibilities
Rewards and punishments
5. Are the particular strategies adopted by Keda in its ERP project generally applicable to all ERP implementations?
No, the particular strategies adopted by Keda may not be