Problem/Issue
Statement
What is the problem?
The problem that Bombardier is facing is the ability to find
out how to implement an ERP system that will contribute to the large inherited
data and processes from other sectors of the company. At this point Bombardier is facing
compatibility issues with their systems. An answer was needed to enable and
establish a better way of communication between systems or establish an
alternative to become a better centralized system and find a solution to the
lack of integration of their legacy systems.
What is the Scope of the problem?
Bombardier needs to regain momentum after an already failed
attempt with the centralized system (ERP) before. Since Bombardier is a large
company with many divisions, ERP seemed to be the alternative to try again but
with the ability to be fully functional. Tasks such as managing better
inventory for mechanical parts, body parts, frames, engine pieces, and also to
become a better communicating enterprise, were why an ERP was needed. Management
were concerned on problems such as process delays, sequential activities, low
inventory turns, price inconsistency, and multiple bills of material.
Situation Assessment
What is the context of the problem/ Decision Criteria
The context sits at the knowledge that the ERP system has to
be implemented a second time after a previous failure attempt. In order to have
the right decisions made, costs of implementing this new system would need to
be made and if all the problems would be solved. The managers would need to establish
a way to try to test out the ERP system previous to implementation to see if
their problems can truly be fixed.
List of Plausible
Alternative Courses of Action with Evaluation
The alternative course of action would be to implement the
ERP which would bring Bombardier to their vision of becoming a “One Company”
organization where employees would have the ability to share common data across
divisions and products while using a single unified system accompanied by a
unified process. Making it a business transformation rather than a technology
one is where the company should focus on so they will avoid another failure. Remembering to stay active with the process
would be essential by having upper management available at all times during the
project. Employees should also be
present when it comes to training before the implementation and after. Lastly,
communication should be a priority along with the implementation.
Recommendation
While viewing the quality and logical recommendation, it is
right to say that Bombardier should allow the ERP process to take place once
more and finish what was once started. With the BMIS team created, training and
support would be available to be present during future implementations which
would create a positive influence on all the employees who are new to it all.
Having training before and after the implementation would allow those who were
never working on the same systems integrate and have familiarity working
together. During the implementations, the upper management should always be
present along with the BMIS team. The presence with upper management influences
not only the employees but the consultants also. Also, the divisions would also
need support while the entire company is
being implemented because they are also
in the loop . With ERP, Bombardier would allow their vision to become “One
Company” and allow all their divisions to share and become centralized as a
whole.
Presentation
For presentations, the consultant group should have power
points showing the ideal ways to work as a team. A cost matrix should also be
set in place to show training costs and the result of the implementation of the
ERP. This would show if it would work if thinking of investments. I would also
present any real life implementations from other companies or even Bombardier
themselves and show proof of any advancements post-implementation.
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