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UNDERSTANDING THE LRP MODEL
LRP blends ERP-developed formulas and techniques with a macro-level version of the basic instructional design model. LRP is an explosion of corporate strategic goals into discrete, measurable ERP training and implementation objectives combined with proven feedback methods and systematic performance analysis.
With LRP, the ERP implementation initiatives within a company are tied directly to corporate strategic direction, articulated throughout the organization, delivered efficiently, and evaluated for constant improvement. (See Figure 1.) Analysis The first step in the model is a careful analysis and development of strategic learning goals based upon the strategic goals of the organization. Once the strategic goals of the organization are identified, learning goals are developed to support the implementation of the ERP system. Unfortunately, many manufacturing organizations do not attempt to understand the actual business need driving their ERP implementation. In too many cases, an ERP system is purchased to achieve vague and somewhat idealistic goals that cannot possibly be accurately measured. An example of this type of goal is "reduce inventory." What exactly does that phrase mean? Reduce what inventory? Purchased parts? Work-in-process? Finished goods? All inventory? The analysis of business needs provides an organization with measurable, concrete results that can be used to determine the progress of the implementation and to see if the implementation should be undertaken at all. The reason so many ERP implementations fail to meet customer expectations is that the implementation project has an inadequate or missing business needs analysis. A business needs analysis is a careful, step-by-step examination of how a business functions. It includes the collection of data from a variety of areas within the manufacturing organization.
In addition to asking a series of questions, a business analysis includes techniques to help organizations understand their own business processes and how they are impacted by an ERP implementation. Two of the more effective techniques are diagramming and "walking the process." These processes, and the clear identification of the business need driving the ERP implementation, are the cornerstones for learning requirements planning.
Once the business needs driving the purchase of the ERP system are established, the process of defining learning goals begins with a meeting of representatives from the major functional groups within the organization. The sales department, finance department, production department, and others must all be involved. This group defines broad learning goals for the implementation. This group must analyze the strategic goals of the organization and develop learning goals to support the strategy. The learning goals are broad areas of competencies that the organization must capitalize on or new competencies that the organization must develop. Next, the learning goals are "exploded" into bills of learning (BOL). Basically, a BOL is a breakdown of corporate strategic objectives into discrete, measurable learning objectives for specific skill sets. The explosion process ensures that the education initiatives within a company are tied directly to the strategic direction of the company. The explosion process breaks corporate ERP implementation goals into divisional learning goals, then into departmental learning goals, then into individual learning goals. The explosion process is a like a work breakdown analysis done for a particular job, but it is done at the organizational level. (See Figure 2.) The BOL concept is similar to a bill of material (BOM). In manufacturing organizations, the BOM lists all the required material necessary to manufacture a particular item. For example, a BOM for a bicycle would include, at the top level, the finished bicycle. The next level down may contain the frame, two wheel assemblies, and handlebars. The next level down for the wheel assemblies would include spokes, a hub, a rim, a tire, and an innertube. The BOL provides a visual representation of what is required to reach the strategic and ERP implementation goals of the organization. The BOL also indicates which objectives can be obtained internally and which can be acquired externally. The BOL is one of the first elements needed when implementing LRP. A BOL needs to be developed for each strategic objective articulated by an organization. The BOL helps to ensure that learning initiatives within the organization are obtained because the learning needs are clearly stated through the use of the BOL. The BOL allows objectives to obtain organizational visibility To Be Continued For balance of this article, click on the below link: Lean Manufacturing Articles and click on Series 12 STAY CONNECTED To stay current on Lean Management Basics and Best Practices, subscribe to our weekly MBBP Bulletin... and we'll send you our PowerPoint presentation, "Introduction to Kaizen Based Lean Manufacturing™." All at no cost of course.
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