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(An Example of Successful
Facilitated Intelligent Solution)
Assessment, Selection, and Cultural
Change required for Implementation of New
Software System in $50 Million Commercial Company
Company had outgrown its production management and accounting
system. Expansion of divisions and breadth of product offerings required
cultural change in operational approach to improve profitability.
Key Challenges
- Management
had some difficulty determining whether they needed an accounting system or
a combination manufacturing control/ accounting system to improve the
financial tracking and performance measurement of their company.
- The President of the company tried to delegate everything to others
including his responsibility for the accuracy of company financial
information.
- Two
divisions in the company were attempting to operate as rogue divisions, as
if they were independent companies with no responsibilities for accurately
reporting plans, performance, or accounting information.
- The
accounting data and manufacturing control data was inadequate, insufficient,
and inaccurate.
- Without
the proper metrics at least two managers were conducting corporate
operations to their own personal benefit.
- Internal
communication among management and to the Board of Directors was inadequate
and frequently inaccurate.
- Corporate
budges were out of control.
-
Some key managers were operating essentially in their own best interest
instead of in the best interest of the corporation.
Successful Results
An APARIQ solutions manager worked with key managers in the company to
assess the dysfunctional deficiencies in the organization, map the information
flow within the company, determine the missing information needed to improve the
operating efficiency in the company, evaluate the necessary corporate cultural
changes, develop an overview strategic plan, develop a competitive procurement
requirement, issue the competitive procurement, coordinate the competitive
interviews and product presentations from the competitors, monitor the
installation of the new computers system and software, facilitate the training
and cultural change for improved information management, and set up a
measurement and monitoring system for the performance of the company after the
installation of the new software system. Following the installation of the
system, one key manager was fired for improprieties, one division was shutdown
because it was determined to be unprofitable, manufacturing scrap rate was
reduced, missing funds were identified in the next independent audit, and
ultimately another division was spun off as an independent entity.
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