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About ERP Systems

I Think I Can

Michael Roman - Wednesday, February 18, 2015

Blog by Jerry Tiarsmith, VP Operations, Manufacturing Practices, Inc.

The old maxim, “Whether you think you can, or you think you can’t, you will be proven right,” reflects the importance of one’s mindset to future outcomes, good or bad.  The children’s story of The Little Train That Could taught us that perseverance and determination contribute to success.  Athletic team coaches know the value of a “warrior mindset;” the difference between winning and losing more often reflects the mental preparedness of the players rather than the relative physicality and athleticism of the opposing teams. Military combat leaders know that victory (and failure) begins in the mind!

Manufacturers must possess a positive mindset toward successful outcomes. Clearly, the stakes are high; people’s livelihoods are at risk and we are not here to discuss children’s stories or motivational platitudes. Whenever businesses fail, reputations as well as many individuals, families, and communities suffer great consequences. “Failure is not an option!” Yes, the company organization, at all levels, must exhibit perseverance and develop a fierce determination to succeed in the arena of competition, but that may not be enough. Sometimes, companies require outside expertise, particularly when they lack the internal experience and resources required to initiate major change.

That fact proves especially true for many manufacturers in relation to the selection and implementation of the company’s Enterprise Resource Planning (ERP) system.  Improper ERP implementations result in cost overruns, take too long, and prove too disruptive, even if considered “successful.” Companies that lack the necessary internal experience to manage the selection and implementation processes experience significant problems. Executives may strive to develop a thorough plan in anticipation, but their project management and process objectives fail to align adequately with reality. Poorly defined processes or an insufficient understanding of needed resources required for a timely and cost-efficient implementation may be the culprits, but many companies simply do not know what questions to ask of the vendor/sales rep or how to interpret the (often obfuscated and sometimes inadequate) answers they receive from the vendor’s implementation team. Poor ERP deployment results from the following: insufficient system pilot testing, the failure to input needed or correct data, the inadequate knowledge transfer from vendor to company employees, and yields sunk costs in a system that never sees full implementation.

The consultants at Manufacturing Practices, Inc. possess the requisite experience, knowledge, and resource capabilities to help guide your next ERP system selection and implementation processes. Our consultants successfully implemented over 70 ERP systems in companies much like yours. We require our consultants to receive training and earn professional certifications in the APICS body of knowledge; the very same body of knowledge most often used in the architectural design of ERP systems. We are proud members of APICS; the most widely recognized professional association for supply chain and operations management in the world. Our firm abides by the code of professional ethics established by the Institution of Management Consultants. Manufacturing Practices, Inc. is a veteran-owned and veteran-staffed company that offers scalable, flexible, and cost-effective solutions to meet client needs.  

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