Feature Article Q&A with an ERP Implementer by Shelby Lentz, Marketing Specialist, B&L Information Systems, Inc. I


sat down with ERP veteran, Frank Roorda, a Senior Business Consultant with B&L Information Systems, Inc.


He has worked with clients to implement software


and business solutions for


the past 27 years. Since Frank joined B&L in 1994, he has been part of the Professional Services department. Frank’s main duties are working with clients to implement the Odyssey ERP system. Aside from client implementations, Frank has also assisted in standardizing the implementation methodology for the professional services department.


Q Q


What should a company look for in an implementation?


Form a proper steering committee at the outset of the project so that decision making, and workload are distributed appropriately. Selection of appropriate subject matter experts to assist in the Business Design portion of the project is very important as well.


What types of things do you run into during an ERP implementation? When clients


follow the Project


Life Cycle (PLC), we generally do not encounter dramatic scenarios. One of the elements of the PLC is to slowly introduce the system to clients to avoid overwhelming them as well as performing a proper analysis of their business so we can help them tailor the system to their needs.


Q


What problems have you faced? In the course implementing systems the largest issues I have encountered were typically unavoidable “human” issues, such as employees leaving the company, managers getting pulled in many directions, or off the


implementation completely.


Occasionally, there have been changes in the business environment and financial issues that cause setbacks.


32 ❘ October 2021 ® Q ERP installation


What problems are solved during implementation? Ideally clients utilize the Odyssey to


address business Q


What are the common good and bad aspects of implementation you


face? The common “good” aspects are


employees are bought into the process of change because they stay engaged and can easily master the new software. Conversely, the common “bad” aspects are employees that will not buy in and work actively to undermine the success of the project. The other “bad” aspect is a lack of support from top management. Implementations are virtually doomed to failure from inception in situations where top management fails to support the project.


Q


What are the benefits of using an ERP system designed for


metalcasters? I have worked with numerous Metal


Casting firms in my years as a consultant who utilized software not specific to their industry. The biggest issue that they all suffered was that due to the lack of specificity in the software, they are forced to use numerous workarounds to do business. This almost always results in the use of spread sheets and side systems to make up for missing features like surcharges, scheduling, lot tracking, etc.


Q


What helps keep the implemen- tation on schedule and what can


cause delays? While you would typically think that “scope creep” causes projects to extend, it is invariably rooted in poor business analysis to begin with. Equally important in my experience is responsible project management from the client so that planned activities are executed on a timely basis and that issues are properly addressed.


issues they have previously ignored


and replace it with “Best Practices” as recommended by the consultants assigned to the account.


Q


What types of issues do you find that investment casters have that


are specific to them and different than other metalcasters? From my perspective, Investment Casting embodies all the challenges of traditional sand or permanent mold casting and usually adds extensive, scheduling, quality and certification needs. The process itself, be it Lost Wax, Lost Foam, or Shaw Process, requires a proper understanding and development of the labor routings necessary to facilitate plant scheduling and costing. Materials such as Beryllium Copper, Haynes 230, and other exotic materials require great attention to quality control, lot control and certification. Overall, the implementation of Investment Casting accounts has been my most rewarding challenge of all!


Q


Is change management a difficult aspect of an ERP implementation?


How have you addressed it? Change management is a


consideration in almost every ERP implementation. B&L utilizes a project methodology that takes this into consideration and sets a good foundation for change using team building concepts and an iterative process provides users with the tools that they need to succeed.


Q


What types of efficiencies did the ERP system bring to the


organization? Generally speaking, because the


Odyssey ERP is a package designed to integrate modules there is a natural efficiency that is gained after the implementation by putting information into the hands of people who need it, when they need it.


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