In manufacturing, however, this dynamic seems a bit off, and especially so when considered in the light of Operational Excellence or Lean schools of thought. According to those paradigms, one of the most wasteful activities you can participate in is to implement a new tool before there is a process in place that optimizes what that tool is going to be used for. Or, in other words, “A fool with a tool is still a fool.”
Administrative functions, however, tend to follow long after the shop floor in developing mechanisms for ensuring that processes are optimized before new tools are introduced. Often, the result is that bad processes have only been made to go very, very fast rather than improved or eliminated. Applications are implemented with out-of-the-box functionality, and then a period of weeks, months or years goes by with staff members learning how to optimize the new tools – and very often through trial and error.
Fortunately, for organizations looking to implement ERP, accounting and manufacturing systems that impact both the shop floor and administrative functions, there are experienced implementation partners such as LBSI. We are able to help you define your requirements, map your existing processes and workflows, and identify ways to improve processes that can then be modeled within an application such as SAP Business One.
To learn more about analyzing your current state, initiating process improvements and the relationship that understanding processes has with a successful ERP implementation, contact LBSI to have a conversation about how we can help your business.
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