What Manufacturers Often Miss in System Implementation

Advanced technology often changes the way workers execute day-to-day tasks. The features embedded in the new system are designed to optimize workflows, but they likely require leaders to reevaluate the process in which a task is performed.

Manufacturers implementing a new system without considering how processes might be tied to a legacy way of doing things risk losing customers, revenue, and operational efficiency.

For example, one manufacturer had several teams working from a dashboard in a legacy system that didn’t require employees to communicate with each other. Once a new system was implemented, users no longer had the dashboard they relied on to do their jobs, and problems ensued. Team members didn’t know how to do their jobs with the new system and weren’t aware of who held specific responsibilities to figure it out. It took weeks for the company to sort out the process and get back on track.

Manufacturers implementing a new system must first evaluate their processes separately from the system. Once leaders have a clear understanding of future processes, they can then use new technology to support those processes.

A company’s operations and supply chain leaders are critical for successful implementation. These leaders know what it takes to get the right materials in the door, assemble the product, and get the right product to customers on time. They can help implementation teams identify how a system needs to be set up for the company to realize the greatest results. Many manufacturers opt to keep these leaders in their existing roles rather than tapping into their knowledge and experience for the implementation. It’s critical for manufacturers to keep business running while rolling out a new system, but this approach must be balanced with having the right people leading the new system implementation.

For example, one manufacturing company implemented an ERP system without involving key operations and supply chain leaders. With nonessential leaders on the implementation team, the system was configured to support legacy processes and didn’t optimize productivity as the company had hoped. Leaders had to spend more money to optimize the system to achieve the original goals and vision of the new system.

Manufacturing companies that want to use advanced technology for innovative solutions must include key leaders in the implementation process. Pulling these leaders from their day-to-day work might strain production, but empowering employees to step into leadership can optimize the implementation process, aid in the company’s growth, and create better long-term results.