POK pours iron castings and also provides machining services for its customers.
house traceability system in place. After understanding all the modules within the new metalcast- ing ERP software, POK defined implementation stages with clear goals and deliverables. The com- pany chose to keep using its existing software system for its accounting and HR because the metalcast- ing ERP software did not have the capability of managing payroll nor the technical needs for the Mexican tax system. The new ERP software would be used for production only.
Stages of Implementation POK’s installation and implemen-
tation of the new production ERP system occurred in six stages:
databases into the new ERP software because much of the data was not up to date. Only a handful of individuals with
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deep knowledge of the company were involved at this point, and POK was careful with selecting who would input the data because it was building the foundation for what would become the backbone of the company. At this stage, POK created the
product library, process library, customer library, sales book, com- pany calendar, alloy library, supplier library and scrap codes, among other components. The company chose to only input data applicable to existing open orders. It continues to
Creating Libraries: POK decided it wasn’t a good idea to automatically import data from its other
expand these libraries with each new purchase order.
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Appointing an ERP Master: This was harder than expected and still something POK is try-
ing to achieve. It is common for the people involved in the early stages of implementation to be key personnel for the company, but because they are important assets, it’s logical that they have their hands full already. POK has found it tricky to maintain a project leader who can dedicate most of his time to the ERP project.
found and reported to the software designer, who responded quickly and efficiently to the issues. Often, onsite visits served for proper documentation of the bugs and an update was released shortly after they left.
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Getting Ready to Go Live, Take 1: After building the foundations and testing the system, it was time to input
real data. At POK, many individuals would be using the ERP system. In
CONSIDERATIONS WHEN IMPLEMENTING ERP
• Upper management must be fully convinced the project is important, and although time is of the essence, time is not the only crucial feature when implementing an ERP—determining and achieving your objectives is.
• Have an enthusiastic, proactive project leader. • Involve few key people at first. Once the foundation is set, create a buzz and make the implementation a big deal.
• Give ownership to key players and hold them accountable. • Don’t just “dump” information into your new database; be sure to debug. • Have proper consulting; they know their system better than you but remember that you know your company better than they do. When possible, it is better to make the system adapt to your procedures, rather than changing the way you do things.
• Set checkpoints. The project is bound to change because there is no one correct way of implementing an ERP. Be sure to update your objectives.
• Watch out for language barriers and computer illiteracy. • The only way of really getting people “onboard” and excited is for the system to benefit them. Be sure to explain the ultimate goals, but make sure to show them results on the way.
• Continue to improve your ERP; remember it should always emulate what you are doing in “real life.”
September 2015 MODERN CASTING | 33
Testing the Software: Before inputting real data, POK tested the system for any issues or bugs. Several were
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