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 5 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

987

760-945-5596

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
Seminars

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
Articles

Lean Manufacturing
Consulting

 

LESSONS LEARNED

You Must Have an Executive-Level Champion

A champion is someone who not only believes we can do this, but believes we must do this and is willing to drive the effort to completion. Our champion, Vice Presi­dent David Wilson, saw this as not a new system need, but something we had to do to stay competitive. This driving force pushing for enabling us to better function on a worldwide basis as a single entity kept everyone on track and focused on completion.

People Make the System Work, Not Vice Versa

 

One of the key reasons this implementation worked was the fact that every stakeholder up to the cham­pion level was involved and supported this initiative. Frequent communication and update sessions were held on a global basis, especially frequent in the final months before cutover. Teams met regularly to pro­vide status updates and cross-pollinate ideas. This helped to highlight to the masses that management wanted this to happen.


There Must Be Heavy Emphasis on Business Process over System Functionality

 

The system is only a tool and you cannot allow it to overtake your fundamental business processes. First, decide what you want to do, and then find a system that best matches what you want to do. In some areas we found the tool of choice did not or could not do what we wanted, and we had to use third-party solutions or rewrite business processes to work around the issues.

Make Sure the Solution Works before You Implement

 

Testing, rehearsals, and "day in the life" activities are critical to ensure not only that the system works with regard to functionality, but that it can handle the vol­ume of activity on a day-to-day basis. Several rehearsals, sign-on days, and "day in the life" simulations uncov­ered many system performance issues as well as func­tionality and data issues.

Communicate, Communicate, Communicate

 

Not enough can be said about communicating what the project is about, why it needs to be done, what the progress is, and when things will change. This commu­nication needs to happen not only between team mem­bers, but to the user community as well. Regular and timely communication updates to the masses are key to keeping implementation activities in front of everyone's mind and aids in cooperation, which enhances the suc­cess of your implementation.

SUMMARY

 

All things considered, what made this seemingly impossible implementation successful was the combined teamwork between both the business and CIO. Without their com­bined expertise working together, a project of this magni­tude would have never come to completion. Additionally, directly involving future users in the process by utilizing ETMs helped bring the whole project closer to home with the user community as well as allow them direct feedback in the implementation process. The result of these combined efforts was a cutover day that was rather uneventful.

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 Amazon.com... 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