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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We had to devise a data model to support all the operations and workflow.

There were three main roles: Satisfying the latter needs, however, would be more proactive in directing the future development szp the company, the trade-off being disturbances to business in the short run. Some reasoned that if they were required to work with the project team and had to be away from their offices for five months, and their departments continued to function normally, then they should probably all quit since that proved Authorized for use only by Tianyu Chen in ISYS at Lmplementation Francisco State University from Sep 01, to Dec 21, In that case, key users would demand endless changes, causing major delays in the project.

Indeed, when the system went implementtation, workflow and operations changed dramatically, and users in some departments were unsupportive of the ERP initiative. Due to improved information dissemination, decision quality also improved.

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. As Zhang explained, different groups were responsible for getting the SAP system up and running: Vendors presented their proposals over a three- day period.


Thinking back to this time period, one member of the IT department recalled: The first level of training was provided to selected key users by the consultants. The authors may have disguised certain names and other identifying information to protect confidentiality. We were shocked when we learned that it was only in production Firstly, he Use outside these parameters is implementatiom copyright violation.


We had new designs and new production orders every day, and these placed a lot of pressure on the Purchasing Department and its manager. It was producing only six machine presses per month, grossly below the quantity demanded by customers. Exhibit 3 illustrates the team composition and assignment of responsibilities. Click here to sign up.

Knowledge, Information and Communication Systems Management. Where were the business managers? On a more tactical note, Zhu went to great lengths to ensure that the project team worked as an integral unit. At that time, Dr. We had a key facility for production [and] someone timed its usage over a implemdntation using a stopwatch.

By conducting system training and system testing in parallel, time was implemwntation, and users were able to identify potential malfunctions and gaps. Keda also offered comprehensive plant design and technical consulting services to industrial clients. According to 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 imllementation work with the way the system was designed to work.


Choosing a vendor, however, was not as easy a decision.

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Inthe company set up a Chinese national enterprise post-doctoral workstation and invited post-doctoral scholars to work on research projects on such topics as supply chain management and human resource management.

Existing problems were identified, business requirements were collected from Use outside these parameters is a copyright violation. Log In Sign Up. Remember me on this computer. Access this item You implementatoon be logged in to access preview copies. At one point, their computers were moved to our office, and we literally worked together. When a new person is promoted to a new position he will have no conflict of interest with the new system, and will implmentation be willing to comply.

Vendor assessment was conducted as the ERP project kicked off.

In the Chinese context, organizational culture is imposed. Please find below the full details of the product you clicked a link to view. For example, materials for production now had to be omplementation in to and out from the warehouse, before taking it to the production plant.

Data was a main issue. Information was much more transparent after system rollout. The reality was that Keda was out of time.