The investment in computerized information systems is a double-edged sword. The return on investment can be very rewarding, however research indicates that many of the organizations having implemented such systems have failed to realize the expected benefits. The reasons are numerous, but typically result from a project scope that was not inclusive of the need to re-engineer business processes or the project was being pushed to completion to control the cost of both the consultants and internal resources. Given that the technology implemented has been proven, one usually has to look at issues beyond system functionality to achieve implementation success.
Spend less than 9 minutes with Ken Cowman, CEO of Emercomm, to learn how business process reengineering and automated business process management increased on time shipping metrics from 84.3% to 99.6% and eliminated over $19,400 in overhead costs.
Spend less than 10 minutes with Ken Cowman, CEO of Emercomm, to find out the most common reasons for an ERP project to fail. Hint…it’s seldom during the implementation phase.
Spend less than 14 minutes with Ken Cowman, CEO of Emercomm and former inventory manager, to learn the methodology to achieving inventory record accuracy of over 99% and how to eliminate the need for the annual physical count.
Spend less than 10 minutes with Ken Cowman, CEO of Emercomm, to hear his thoughts on how the future of work will create great opportunities for organizations to reduce: overhead costs; greenhouse gases, employee stress and taxes while improving employee productivity by 10 to 20 percent.
In everyday life there are many situations where people are unexpectedly halted from getting to work for significant amounts of time or, sadly, never return. Recently we’ve had hurricanes, earthquakes, automobiles colliding with tourists, people being killed at concerts and other issues that come with living in our world which can very suddenly impact the humans that execute business and operational processes every day in our organizations. We don’t often see these events coming. Even when we do see a weather event shaping up, we often don’t have the ability to accurately predict which humans will be impacted the hardest. However, these events will take place and they will impact an organization’s ability to operate. The only variable is the amount of impact.
Given that becoming a Lean Enterprise depends upon having “The Right Person take the Appropriate Action at the Right Time with Timely and Accurate Information”, it’s appropriate to take a look at the ways that the ‘Right Person’ talent may be wasted.
The 8th Waste in Lean is typically stated as ‘Underutilized Talent’. In this article, we’ll look at that thought process to include other areas of waste related to an organization’s “Talent” and some ideas to share for removing the waste.
There are several lines of thought that have converged into the potential to reduce: time; human effort; cost; employee stress; and, greenhouse emissions while supporting a number of Lean Enterprise methodology areas. This provides an overview of a few of the lines of thought that may seem to not have relevance to each other, then explain how organizations may bring them together to create effective and positive change.