Introducing a new ERP system implies a lot of challenges. Many companies have difficulties to meet the budget and timeline. Lean thinking helps to get a stable rollout.

The company, active in the electronics industry, experienced major disruptions in connection with the change of business system in one of the Nordic markets. When it came to the Swedish subsidiary to introduce the business system, they learned from the mistakes and used proven Lean methods to achieve a stable and secure rollout.

The project was divided into three phases where the first phase aimed to adapt the internal processes to the new system.

Key Activities in Phase 1

  • Additional or improved existing methods and permits

  • Visual project management with physical boards and digital screens

  • Daily management and follow-up of project tasks

  • Establishment of test and training center

  • Rate-controlled system testing with follow-up and corrective measures every hour

  • Stakeholder, change impact and change readiness analysis

  • Training program in four modules; from process understanding, system training to role training

  • Train-the-trainer program for all managers and Super-users in the organization

  • Value stream analysis of critical processes

  • KPI breakdown and preparation of measurement descriptions in relation to new BI system

Key Activities in Phase 2

The second phase included the critical Go-Live period as well as the hyper care period immediately after implementation.

  • Establishment of Go-Live model

  • Establishment of "war room"

  • Establishment of Exit criteria (defines when the hyper care period ends)

  • Monitoring of the daily operation in all departments

  • Escalation and delegation structure

  • Visual daily control of critical key figures

Key Activities in Phase 3

The third phase, the so-called stabilization phase, aimed to ensure a return to normal operation.

  • Establishment of customer survey

  • Establishment of employee survey

  • Establishment of introductory and training programs for new employees

  • Coaching of leaders and teams

  • Value stream analysis of critical processes

  • Project completion and project handover to the receiving organization

Results

  • A stable implementation without customer impact

  • Secure recipient organization with great ownership in the change

  • Maintained quality and delivery precision to customer

  • Productivity at the same level after 6 months and at a new target level after 12 months

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