Keda, a manufacturer of large-scale machinery in China, had successfully deployed an enterprise resource planning (ERP) solution that was paying for itself. Before ERP implementation efforts began, Keda estab- lished a set of selection criteria by which all possible so- lutions would be judged. This was significant. Keda’s SAP – Download as Powerpoint Presentation .ppt /. pptx), PDF File .pdf), Text File .txt) or view presentation slides online.
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Please find below the full details of the product you clicked a link to view. There was no strategic goal. When working out the plan, we focused on how much investment was needed and in what kinds of systems, what our objectives were, what hindrances the company faced, why we needed computerization, and what problems we were targeting to solve. At the same time, selected key users were responsible for preparing operating manuals for all users. We were shocked when we learned that it was only in production Keda Industrial stock symbol When our ERP system first went online, some felt that work became more tedious.
Not surprisingly, this scheme was not popular. In China, workers look up to those in authority to provide direction.
In other words, country-specific culture was exploited to attain project success. Implementation was relatively smooth and speedy. The success was all the more remarkable given that an estimated 80 per cent of ERP implementation efforts in China failed. Reusable materials and parts were often scrapped, and precious machine time of key facilities was often wasted, idling at times.
Others were doing it, so we decided to jump in as well.
We did a rough assessment and we did foresee the possible problems immediately after cutover, such as delay or even suspension of production. Kedawas utterly satisfied with the outcome of the SAP project. This responsibility was given to the key users, who were tasked with writing the specific requirements for the system by implementatioh the inputs and outputs. These insights proved invaluable later in the implementation process because Keda could avoid the same mistakes committed by others.
KEDA’S SAP IMPLEMENTATION | Denil Patel –
For example, when faced with a decision on whether to compete for orders for a line of polishing machines in foreign markets, Keda could not meaningfully assess cost and profitability potential — the final quote was based on a hunch.
On the third day after rollout, a workshop manager came to us and said that this centralization was wrong and he needed to set up his own inventory separately once again. The vice general manager of Keda had a large backlog of other information technology projects, and he wanted to carefully evaluate the ERP project to determine what had gone right, what had gone wrong, and what Keda had achieved through simple luck.
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Keda’s SAP Implementation | The Case Centre, for students
We invited both local and foreign software vendors to visit our company for detailed assessments. Remember me on this computer. When top management demanded changes, they were accepted. kedw
Understandably, he was under tremendous pressure, faced with the dilemma of having to direct resources both to the immediate and emergent needs of the company, and to the development and implemenattion of an overarching computerization plan. To Keda, ERP was a beginning, rather than an end.
On a more tactical note, Zhu went to great lengths to ensure that the project team worked as an integral unit. Also, we tried to pick those who were deemed indispensable by the departments.
Data accuracy, including that for production planning impleemntation inventory management, was estimated to have improved from 85 per cent to 98 per cent. When a new person is promoted to a new position he will have no conflict of interest with the new iplementation, and will therefore be willing to comply. The plan provided detailed analyses of each project, including objectives, expected investments and benefits, feasibility in terms of factors such as staffing and technology requirements, risks and alternative solutions.
Now, inventory management was centralized so that resources could be shared and better managed. According kedq Tian, if discussions among departmental representatives did not result in an acceptable compromise, the matter would escalate to the project management staff who would try to balance the way users wanted to work with the way the system was designed to work.
The company was facing significant information needs, and needed to improve productivity and decision-making. The critical issue was balance.
About this item Settings Related products Abstract Keda, a manufacturer of large-scale machinery in China, had successfully deployed an enterprise resource planning ERP solution that was paying for itself through more efficient inventory management.
Fortunately, since end users were responsible, they had no excuses.
Information was much more transparent after system rollout. Through testing, users also picked up important skills in using the system. Recent years had seen China encouraging innovation in local enterprises, in an effort to catch up with foreign firms. As Zhu put it: This is how things work in China. After one month, impelmentation could not cope anymore and decided to bypass the ERP system.