Keeping up with the growing digitalisation within the manufacturing industry requires further deployment of technology. This can be done by implementing an ERP system. Many companies still often see this as an IT project that can easily be added alongside daily operations. In reality, the implementation of an ERP system is more comprehensive than it seems, in which employees play the biggest role. This technological innovation also involves a different way of working.
New technology cannot simply be added
Besides concerns about the complexity of ERP systems, there is also the misconception that a simple software implementation is sufficient for digitalisation. The impact goes beyond individual modules. An ERP system touches all processes, from estimation to planning and inventory. It also changes the cooperation between departments.
A manufacturing company works differently from companies with straightforward work processes, such as in trade or finance. Different processes, including inventory management, work preparation and planning, are interlinked, with the output of one process being the input for the other. Furthermore, production methods such as configure-to-order and engineering-to-order determine how these processes are organised, depending on customer demand and product complexity. An ERP system can efficiently integrate these processes and methods to keep all parts of the business well connected. With the introduction of such an integrated technology, employee support and involvement are crucial for a successful implementation.
The human basis for success
Some companies have grown up using Excel, but this is no longer future-proof. In the long run, it does not offer large-scale efficiency and scalability. Loose documents, scattered information and manual processes prevent work quality and speed. Digitisation, thanks to an integrated ERP system, makes processes clearer, more efficient and connected.
Yet technology in itself is not enough. Every process, department and employee is affected by ERP implementation. Success therefore requires both change management by managers and active involvement on the shop floor. Employees must be open to new ways of working that make work smarter and faster.
Key users and ambassadors play a crucial role here. They know the ways of working, see the potential of new technology and understand how colleagues take up new developments. By guiding the shop floor and being involved, they help in the successful transition to an integrated ERP system. Their enthusiasm is contagious and encourages openness to technology across the team.
Behaviour determines success
The transition from Excel documents and paper work orders to an integrated ERP system is not an isolated event. It affects all processes, departments and employees within a manufacturing company. Successful implementation therefore follows the Pareto rule: 20 per cent technology is supported by 80 per cent human involvement. This creates support for achieving smarter, faster and more efficient work processes.
Employee behaviour and adaptability is necessary for success. Managers need to communicate changes clearly and show enthusiasm. Employees play an even more important role by being open to new technology and ways of working. Constant conversations and feedback rounds ensure that knowledge and usage are picked up quickly. In this way, ERP becomes not just a system, but a tool that makes the entire organisation work more efficiently.
