Bombardier - Reflection

Memo

Meeting with CALM consultants helped me gain a better understanding of how adopting ERP practices can improve the data processing. Implementing ERP in Bombardier was never an easy task. The comparison of ERP implementation between 1^st and 2^nd rollout presented by consultants clearly pointed out the areas that improved and the areas that did not do as well. During the discussion after the meeting we discussed the strategy to get better results in the third rollout.

As we had seen, Bombardier’s second implementation at St. Laurent brought better results as compared to its first implementation at Mirabel. The consultants highlighted the areas where we improved such as recognizing the value of early planning, explaining the reason for implementing ERP, understanding the business processes & key requirements, and focusing on data migration early in the implementation process. The areas where we did not achieve marked success are the ones we need to focus on for better results in third rollout.

The consultants discussed that we need to focus on building a business case for ERP with positive ROI, gain executive and organizational commitment, ensure proper project management and resource commitment, and invest in training and change management.

In order to improve the areas mentioned above and building the bridge between the management and employees, we need to implement a best practices frame work. After discussing the issues in second rollout with the consultants, it was evident that we have made major improvements as compared to the results of the first rollout and the best practice framework would be the key to success for the third rollout.

The presentation sessions to explain the ERP system and change management to the employees before training them for the new system helped them understand the ERP system better and addressed all of their concerns.  We should follow the same practice and hold more of these information sessions before training the employees. This will also enable the employees to have a clear idea about their changed roles and their responsibilities after the ERP implementation.

Furthermore, we need to have professional trainers on board to conduct the trainings as well as provide ongoing support to the users after implementation in order to reduce the difficulty level and ease the change process. Ongoing support after the implementation will also reduce the down time and resolve any issues quickly. Our employees should fully understand how much resources we have invested in this project and how this change is going to benefit us.

With this strategy we will be able to get even better results in the third rollout of ERP implantation that would surpass St. Laurent.