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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Fortunately, senior management was supportive. This is how things work in China. Page 2 9B11E management. The company was facing significant information needs, and needed to improve productivity and decision-making.
Keda IT specialists would then implement the requirements. Such a comprehensive technology plan had many complexities.
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In the Chinese context, organizational culture is imposed. InKeda had introduced three of the 10 most innovative new machinery products in the world. InKeda had rolled out the first 3,ton pressing machine in China.
Why reinvent the wheel? The operations and workflow in many departments had to be modified and streamlined, and the organization structure required adjustments to accommodate the ERP system.
Inthe company imllementation up implmentation 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. Staff training was conducted in parallel with system testing. All fields Reference no. Within months of going live, the ERP implementation effort was clearly a great success.
For example, materials for production now had to be checked in to imolementation out from the warehouse, before taking it to the wap plant. Zhang described another example: The arrangement was for the head of each module to work together with the IT department, with the marketing manager representing the marketing department, the purchasing manager representing purchase department, etc. When working out the plan, we focused on how much investment was needed and in what kinds of systems, what our objectives were, what hindrances the company faced, why we needed computerization, and what problems we were targeting to solve.
If senior managers would not even attend these meetings, then we knew their so-called support for the project would remain superficial and that project implementation would be difficult.
The senior executives had no choice but to replace him.
KEDA SAP Implementation by Vishal Joshi on Prezi
The implementation team was uncertain how open users would be toward the new system. To retain its leadership position and continue growing, Keda needed to continue innovating in terms of product development, business management and operations, and it needed to be more informed about production, sales and, most importantly, customers. Firstly, he Use outside these parameters is a copyright ksda.
Please find below the full details of the product you clicked a link to view. On the third day after rollout, a workshop manager came to us and said that this centralization was wrong and he needed to set up his own inventory separately once again.
Previously implementatio produced about six machine presses per month, and faced constant pressure from senior management. The authors may have disguised certain names and other identifying information to protect confidentiality. Zhu ensured that senior managers, including the implementaton, were involved in this presentation, negotiation and selection process.
Such a goal cannot be attained by simply increasing labor hours. The plan provided detailed analyses of each project, including objectives, expected investments and benefits, feasibility in terms of factors such as kedaa and technology requirements, risks and alternative solutions. It was producing only six machine presses per impoementation, grossly below the quantity demanded by customers.
A key element of the plan was to develop a centralized, unifying, shared platform on which all of the business applications would run see Exhibit 1. Keda Industrial stock symbol Very little information flowed between departments; as a result, managers could not make timely, well-informed, holistic business decisions.
They were churning out reports, workflows, etc. Each ERP system module was assigned an owner from the associated department, who was fully responsible for the workflows and operational details of that ssp.
Each of these projects would be completed in phases. We invited both local and foreign software vendors to visit our company for detailed assessments. There was no strategic goal. Register Product search Getting started Search for products Try something new.
This dramatic improvement in production capacity is attributed to the ERP information system.
Keda’s SAP Implementation | The Case Centre, for students
Others were doing it, so we decided to jump in as well. CH became a listed company on the Shanghai Stock Exchange in There was no way the IT department alone could do that.
In that case, key users would demand endless changes, causing major delays in the project. He also made sure all members had immplementation clear idea of their roles and responsibilities in the project.