Things to note with change management in ERP implementations

///, Manufacturing Productivity/Things to note with change management in ERP implementations

Implementing a new ERP system, especially one as powerful as Microsoft Dynamics NAV 2015, can be a significant change overall. There are a lot of new systems and processes that have to be integrated within a company's business model in order to successfully utilize the full benefits of the solution. That can cause a lot of concern for everyone involved in the company as well as resistance to the implementation. Businesses should take great care in developing a strong transition through the use effective change management strategies that address everyone's concerns. That means finding out where everyone stands and dealing with them accordingly.

Seeing ERP for what it is
One of the key considerations in change management is understanding the purpose of the ERP implementation in the first place. While many have seen ERP as the end goal, a better solution, as suggested by Social ERP, is seeing it as a means to an end. In other words, companies should ask what they want, and more importantly what problems they do have that a new ERP implementation would solve. These systems are meant to be solutions, and an integration should ask who benefits and at what cost.

In relation to benefits, there should be less of a focus on product functions. Those tend to be selling points and don't present what companies really need to know in terms of how they benefit. Instead, an idea would be to look at a company's key performance indicators over the course of the transition process when discussing it with potential vendors and partners. This can be done through business mapping, which can identify bottlenecks and areas where members of the staff might react with some degree of hostility. That way, they can be addressed effectively when the implementation reaches that point.

Once the situation has been assessed and a product decided on, establishing basic protocols to get people on board with the ERP implementation can be critical. A good place to start, as suggested by software provider Ramco, is an extensive curriculum that should cover all the important aspects that the new ERP system changes. If there's a new way to complete automatic data capture, that should be noted. Any changes to time tracking may also require employees to relearn crucial components. When these things are addressed effectively, workers will be able to utilize the new system to its fullest potential.

Learn how to define your ERP strategy by downloading the white paper entitled "ERP in Manufacturing: Defining the ERP Strategy" from the DMS website today.