Business Basics
Home Page

Who is Bill Gaw?
And why should we
listen to him?


lean manufacturing principles and techniques training

If you have lean manufacturing
training responsibility, click
on the below link:
Lean Manufacturing Simulation Game

If job security and employability
are important to you, click
on the below link:
Your Career Advancement

Article: System Startup - Part 2 of 5
Part 1  Part 2    Part 3   Part 4  

Get Bill Gaw's Lean Manufacturing Book
$15.00 Click Here

 Book: "Back to Basics"


privacy policy



Other Training Options:

Lean Sigma Assessment

Lean Six Sigma Implementation

Lean Six Sigma, Certification Program

Lean Six Sigma Forum

Lean Manufacturing Basics

Lean Manufacturing Assessment

Lean Manufacturing Transformation Training

Shop Floor Control

Lean Manufacturing Principles and Techniques

Lean Manufacturing Simulation Game

Lean Manufacturing Certification Program

Lean Manufacturing

Kaizen Management Training

Lean Manufacturing Problems and Solutions

Lean Manufacturing Seminar-in-a-Box

Supply Chain Management Training Program

Strategic Planning Training Program

Thinking-Outside-the- Box Workshop

Lean Management PowerPoint Training Modules

Lean Manufacturing

Lean Manufacturing


Centralized vs. Decentralized


Another big issue that faced the team was whether to centralize the application or distribute the application over servers at key points throughout the 28 locations. A decision was made to centralize the application at Microelectronics headquarters in Allentown, Pennsyl­vania, and have everyone access the main application via network connection. This simplified application maintenance, upgrade, and security issues on both the client and server side for all involved.

The Business vs. CIO—Who Is Running This Show?


One of the key struggles in the planning process was bring­ing together the two major factions, the business and CIO, involved in this implementation to work together as a team. Each had its own viewpoint, agenda, issues, and ideas re­garding how to implement the new ERP technology.

CIO was most concerned with the technical end of the process. Their emphasis was on database architec­ture, connectivity, hardware, and systems maintenance activities. Their key focus was the efficient installation and operation of "the system."

The business was most concerned with running the day-to-day activities of planning, manufacturing, ship­ping/receiving, purchasing, and billing. Their key focus was on making sure we can satisfy customer needs and make money.

Needless to say, it was quickly realized that neither camp would be successful implementing this ERP system alone. Therefore, core teams were formed consisting of both busi­ness and technical personnel involved in all aspects of the planning, development, integration, testing, and cutover activities. As the project progressed, this concept was used in all areas to enhance team effectiveness.

The Core Team—In the Beginning...

The core team mentioned above consisted of individuals with core competencies needed to handle business and systems issues in segmented into six functional areas: manufacturing, finance, logistics, sales and marketing, quality, and purchasing. Teams included systems analysts (SAs), whose main function was to provide core old and new systems expertise, and business analysts (BAs), whose function was to provide business process and needs ex­pertise. SAs and BAs working together with Oracle sys­tems experts laid out the initial groundwork for both how the system was to function and how the business was to use the system. This was a very painstaking process, which included the following major work areas:

      Documenting both old and new system functionality

      Performing gap analysis between old and new sys­
tems to determine what could and could not be done

      Developing procedures and documentation showing
how data was to be converted to the new system

      Rewriting business processes where appropriate to
better utilize new system functionality.

This in itself was a major undertaking and quickly it was realized that in order to be able to completely un­derstand, document, and test all the areas required, a broader base of experienced people would be needed.

Assembling the Troops—Internal


In order to make this implementation happen, represen­tation from all locations had to be made available to assist in the planning, testing, and cutover activities to make sure each location's processes, systems, and issues were ad­equately covered. This was accomplished through the use of extended team members (ETMs). To be an ETM, one had to be a key resource with strong knowledge of their locations current systems and business processes. ETMs on a part-time basis supported the core team in critical planning, testing, and cutover activities. ETMs were se­lected from each location by functional area based on that location's needs and were trained in the new systems. Once trained, they participated in critical needs assessments and "day in the life rehearsals" to help test critical functional­ity and provide feedback needed to resolve problems.

Part 1  Part 2    Part 3   Part 4  

Bill Gaw's Lean Manufacturing & Six Sigma Bulletin (LMSSB)

To stay current on Lean Manufacturing and Six Sigma knowledge and implementation know-how, subscribe to Bill Gaw's Lean Manufacturing Six Sigma Bulletin and you'll receive his weekly solutions to the reasons why 80% of lean initiatives fail to meet expectations. And as a bonus we'll send you a download copy of our eBook, "Thinking-Outside-the-Box.". (All at no cost of course.).

 Simply fill in your first name and email address and click on the bar below:

        Your personal information will never be disclosed to any third party.

First Name:
Your E-Mail:

Here's what one of our 15,000 plus subscribers wrote about the LMSS Bulletin:

"Great manufacturing articles. Thanks for the insights. I often share portions of your articles with my staff and they too enjoy them and fine aspects where they can integrate points into their individual areas of responsibilities. Thanks again."

               Kerry B. Stephenson. President. KALCO Lighting, LLC

Knowledge and implementation know-how you'll not find in the
books at neither in the APICS Package 
nor the Harvard Business School Press.  

Business Basics, LLC
6003 Dassia Way, Oceanside, CA 92056
West Coast: 760-945-5596 

© 2000-2013 Business Basics, LLC