The voyage of business discovery

"Where we differentiate is a lot of our staff have actually worked in industry so we can talk the talk and walk the walk. I was a Rolls-Royce apprentice and spent time on the shopfloor, drawing office, accounts even, before becoming a design engineer. With this knowledge of how and why a system in a business works, I can understand the user's end goal." So says Ian Farrar, sales manager at ERP software specialist, KCS Datawright. Knowledge is power thanks to KCS Datawright's ability to tailor ERP system design to what the user is trying to achieve, says Farrar. "The system is ours, we author the system. In terms of customisation if we can understand what processes are needed and it does take some bespoke customisation then w­e can do that because the software is ours. We can make the system do whatever you want." Manufacturers make their wish-lists during an extensive exchange process at the outset of implementation explains Farrar. KCS Datawright has an elite team of ERP experts who are seconded to a manufacturing site to suss out the smartest way forward. "As part of our business discovery process we'll spend time with people from all departments, " explains Farrar. "When we're trying to map a process it's worthwhile asking a number of departments because the shop floor might have a very different view of the process from accounts and that might be a much leaner way." The ability to engage with employees and win them over to change can't be underestimated in implementation success, according to Farrar. "The companies we've worked with who've really made implementation work are the ones who've involved their people in delivering the programme. If employees feel they have a say in the solution then it helps overcome resistance further down the road." The importance of employee engagement The ERP project manager (PM) has a key role in establishing this esprit de corps. A PM will act as a conductor able to liaise between different departments and get them singing in harmony. Farrar says: "A dedicated member of staff is a luxury but if the business can afford to do it then they will reap the rewards. "That person should be fully rounded in terms of their business process experience so they can relate to everything from accounts to production. You should look for a people person who can encourage input from all quarters to the project." With a PM in place, there is a temptation to map every ERP process before picking up the phone to Farrar and his KCS Datawright colleagues. But enthusiasm can get the better of you, warns Farrar. "Sometimes it's not time used wisely. "We've been doing this for 35 years. So when a business looks at their processes and decides a certain way we'll end up redoing that work in the business discovery phase. We've implemented 800 systems and can bring best practice together." Customers have their appetites whet on just what ERP can achieve via a software demo at the outset of business discovery explains Farrar. "We'd spend some time demonstrating our software and from that we get a good understanding of how the company is run. You also see the customer's ears prick up at some of our functionality and say: 'wow, we could really use that'." The KCS Datawright advisor will produce a final assessment on where they believe the customer's ERP is right now and the recommended functionality they will need to meet future challenges,­ adds Farrar. Shopfloor data capture is one of those showboat system features responsible for the ear pricking moments described by Farrar. "The end goal is visibility so you have your production line running through the shopfloor and you are capturing events as they happen in terms of operations or how far you are through projects. That visibility is very valuable. Help with shopfloor data capture "Someone who has an ageing system might not have embarked on such new technology. We can speak from best practice and help them implement shopfloor data capture through ERP." It's just one element of an ERP system that will translate the disparate data flowing through finance, production, accounts, CRM and sales into a single, real-time information source. Farrar says: "You should be able to click on a job that's in the shopfloor and see where that production process is, how many units have been produced, when the job is due to end, if it's going out for sub contract work, is the stock available and the lead time. It's at your fingertips and visible across the business." System selection typically takes around three months according to Farrar. The pace of implementation depends on the manufacturer's mindset, he explains. "If they have an ageing system where they could lose data and customers then they will move fast. "If they have a system in place and are maybe not happy from the service they are getting from the current supplier then they're going to be less urgent." The customisation conundrum Customisation is another factor effecting project length. But you're better off taking your time to get it right rather than rushing into an out the box solution that will need changing down the line. "I'm all for it," says Farrar of the customisation conundrum. "In terms of ERP a lot of people look for the Shangri-La of a vanilla out the box solution. I wouldn't like to put that in and walk away and expect the customer to bend their processes. You've got to meet half way. I will recommend best practice and if they can take that on board, great. But if they can't for a historic or skills reason then we'll have to bend to them." As manufacturing shopfloor expats, Farrar and his team, are well versed in the demands of flexibility and an open mind towards improvement. "We're very open to change and understanding how a business works. We'll offer best practice if needs be and we're willing to work around what a customer wants." Top ERP implementation tips 1 Make time to evaluate the right system, for you 2 Assign a project manager 3 Engage the workforce