Over the past few years, the growing need for one large computer system to manage all the needs of the various departments of large organizations has become evident. This need stems from the importance of efficiency, order and the great savings that these systems contribute to organizations. The larger and more branched the organization, the greater its need for such a system. However, one of the most significant problems, if not the biggest of them all, lies in the conflict between the organization's management's desire to optimize processes and strive to save the company's resources, and the company's employees' perception of such moves as a threat to the personnel situation in the organization, and in the current working conditions, according to their perception, may even lead to a move Widespread dismissal.

When you add to this the sweeping change in the work routine and the new procedures that the organization's employees are required to assimilate and get used to quickly, a change that often entails frustration resulting from the employee's need to relearn new software and work systems, and at the same time to say goodbye to known and recognized work habits, which naturally slows down the pace of work , and deepens the feeling of frustration, at the end of the process, a level of motivation that aspires to zero is obtained on the part of the employees in absorbing the new system.

conclusions

From this it can be learned and concluded that alongside the need to introduce such a computer system into the organization, it is necessary to prepare well for this move, which is perceived in many cases as a step that dramatically affects the entire organization, and it goes without saying that the successful implementation of the new system in a minimal amount of time depends considerably on the degree of cooperation on the part of the relevant employees of the organization. If so - how can it be made so that the employees who, as mentioned, are not enthusiastic to say the least about this change, will be useful to cooperate and continue the current work despite the difficulty arising from that change?

Experience shows that in cases where a fundamental change is evident in the organization, the level of cooperation on the part of the organization's employees is directly proportional to the level of transparency, honesty, and fairness of the organization's management towards the employees. Thus, it is to be expected that the employees will be updated in real time on the schedules built by the management for the purpose of absorbing the new system, as well as explanations and workshops that will prepare the relevant employees for this change. But transparency and honesty alone are not enough. It is very advisable to try to allay as much as possible the fears of the employees about the future move, to allow them to say openly and freely what is on their hearts, as well as to take care of adequate training and practice how to work on the new system, before they are required to use it in their work.

What else should be taken into account?

Apart from the cooperation of the employees in the organization, it should be taken into account that close to the absorption of the new system, it is very possible that the work outputs will decrease in all the departments where the change was made, due to the time it takes to assimilate the new work habits. This is of course a decrease in order to increase, and still, the acclimatization period of the system should be taken into account. Also, it should be expected that certain processes in the new system were not perfectly adjusted in advance to the specific needs of the organization, and therefore malfunctions may arise due to this lack of adjustment. That is why it is very important that the first acclimatization period of the system be accompanied by instructors and implementers who will be able to help the employees with any problem or malfunction that may arise. All malfunctions must be concentrated and dealt with according to their degree of severity and their effect on the normality of the work process.

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I will point out in advance that countless articles and books have been written on the subject of erp systems, and I do not intend to contradict these excellent contents. The purpose of this article is to define - is an erp system suitable for everyone and must everything be implemented? First, let's turn to the translation of the name:

The meaning of the term is: Enterprise Resource Planning - which translates as: organizational resource planning. The idea is a system, at the center of which is general resource planning according to all the information stored in it.

This information, which, as mentioned, is contained within the database, is entered by many users, each of whom sees the world through professional glasses focused on a specific field, and thus:

• The warehouse manager will see the world mostly according to: warehouses, products, packaging and locations, transports and picking waves
• The purchasing manager sees purchase requisitions, suppliers, delivery times, replacement products, import cases, price lists and more
• The marketing manager sees customers, agreements, customer orders, delivery times, production costs and sales price lists
• The production manager sees machines, product trees, raw materials, cycle times, loads, production plan and work orders

Everyone sees all the information they need for their work, even if this information belongs to another user.

If everyone enters the set of information they need, including information that, at times, they do not need directly, we can use the advanced features of the system for planning supplies, planning optimal production and reducing inventory to the minimum required.

Since this planning requires data from all organizational activity, a purchase order will be born from a purchase requisition, which originates from an erp run that analyzes inventory, supplier delivery times, marketing orders, product trees and more. This way we will get satisfied customers, since the orders will be on time without "stories", as well as loyal suppliers who will not be bothered because of a lack of planning.

Bottom line, we have an organization that operates according to a plan, not according to crises. By mistake it is customary to call erp - any system that combines several organizational areas under it, but as we have seen, the erp system allows the integration of multidimensional information for making organizational decisions and resource planning.

Let's return to the basic question from which we started - who is it suitable for?

Basically, for factories and production organizations. The source comes from the industry, but also from those who run an organization that is required to base reports and decisions on broad organizational information, and not necessarily required for multi-resource planning.

It is true to say that the advanced function of planning will not be reflected, but the benefits of using a single organizational system, which enables a uniform organizational language and the production of consequential information for decision-making from source data - are more important than optimal resource planning and can form a basic infrastructure for implementing planning in the future.

As evidence, many organizations that operate erp systems with great success - something that has completely changed the level of organizational information, but have not implemented the planning modules for various reasons.

At the end of the day, an erp system requires the organization to work with fixed methods and defined work practices, enforces processes, handcuffs users to use a reporting method and instills reporting credibility.

An organization can implement selected modules from the erp system and implement them correctly, as well as leave other modules for future implementation, or out of the system altogether. It is therefore possible to obtain many benefits from using an erp system, even if it is partially implemented.

Gradual implementation of an erp system allows building a developing infrastructure, which will accompany the organization throughout its growth. In conclusion, the organizational benefits of implementing an erp system are many, even if it is not fully implemented.

genie's information systems department invites you to consult with us on the establishment or construction of an erp system and its implementation in the organization. For questions and consultation, you can contact me directly by email: moshe@genie.co.il.

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A key procedure is a complete methodology, i.e., tools and methods, which are designed to manage a software project from the moment of initiation, through going live and throughout the life of the information systems.

The method is based on a bi-axial process of building software, where on the one hand there are the development stages, which include: initiation, characterization of an information system, design, coding, testing, installation and maintenance. On the other hand, there are the stages of analysis: objectives, implementation, technology, realization and costs. The combination between the stages of development and the depth of the answers that are built in the analysis document, creates a uniform, managed and above all consistent infrastructure throughout the entire project. This method, which is made by Blue and White, is one of the best methods for performing information systems analysis.

This issue is complex. It contains many parameters, and we encounter essential questions about it. Here is a representative part of them:

Does genie carry out only some projects?

The answer is definitely: yes! At Genie Computing Services, there is no adherence to one and only working method. We have no problem simply initiating, or receiving an analysis of information systems, continuing from there and even managing a project - in which we were not involved in the selection of the systems and their characterization.

How long does it take to analyze an organizational system?

It really depends on the organization. There is an organization that can address the issue and complete an analysis in a period of one and a half months, while another identical organization will go through the same process in six months, due to the need to focus on the current work as well. An organization is a delicate fabric, and we think it is wrong to shake it. Our method is to work with the organization and bring it to the necessary products at its pace, and not necessarily at our pace. Therefore, the question of pace is an organizational one, and as a planning arm of the organization we take it upon ourselves to lead it in its entirety to the end point.

My ERP system is old. Is it wrong to upgrade it directly?

This is a question that many organizations are debating about, and our opinion on the subject is very clear. If a system works, there is no need to fix it. The question is: does it really work?

As information systems become obsolete, users find "creative" ways to deal with software limitations, which often result from the very development of the organization. Therefore, it is possible that the tool that was suitable for years, is no longer so suitable for the organization in its current form. In order to make sure that you choose the correct version, you must perform a system analysis. Even if at the end of the day, the organization purchases the new version of the application, it will do so out of choice and knowing that this is the right solution for it.

Is there a difference between the analysis of your systems and the analysis of a software provider?

A software provider who performs a system analysis, checks your organization, when in front of his eyes is the software he sells for its limitations. Therefore, naturally, the analysis will be biased according to the capabilities of the software. When we perform a system analysis, we focus on the business needs of the organization, from which the software needs are derived, and not the other way around. Hence, not every software or software provider is suitable for every organization.

We are here to make sure the choice is right; Something that saves a lot of headaches down the road.

What makes Gini a suitable partner for us?

This is probably the question of the questions and the answer here is simple. We believe that, in the end, business is done between people who speak the same language, and between whom chemistry has been created. Everything else helps to introduce a rationale, which will explain subjective decision-making.

You can check Gini's list of successes, it is unequivocal! You can get to know our teams, easily get an impression of their abilities and, above all, hear opinions from customers who have already done it with us.

The right combination between the highest level of service awareness and uncompromising professional support is at the core of Genie Computer Services' activity.

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Replacing an information system is a complex process that requires proper organization and professional guidance. There are no shortcuts here, and to do it right, you have no choice but to go through a number of fixed steps:

• Analysis of desired information systems
• Search for information system alternatives
• Choosing an information system
• Negotiation
• Implementation project - implementation of an information system

Information Systems Analysis

Before checking what is available in the software market, the business needs and desires must be defined. It must be remembered that the function of the software is to help maintain the business processes of the organization, and not the other way around. In order to define the requirements and needs of the organization, we use an information system analysis tool. At genie, we perform systems analysis according to a key procedure, and work according to the following steps:

• Goals - what are the organization's goals, problems, business strategy, expectations and capabilities?
• Implementation - the core business processes; How the organization operates and how it wants to operate, understanding its needs and desires
• Technology - what are the existing infrastructures, and what is the technology available for this?
• Implementation - how will we implement the long-awaited solution, how will we implement and guide it, what will we have to be careful of?
• Costs - the cost structure, software, hardware, training, implementation, maintenance, service and more

At the end of the information systems analysis process, the organization has at its disposal a perfect analysis for an information system that suits it exactly.

Search for alternatives
Now you can start looking for the appropriate software tool, and we will devote a lot of thought to this.

Since we will be contacting several suppliers, it is important that we build a document that speaks their language, and one that everyone will also answer in a similar way. This kind of document is called: RFP, and it means: request for a quote. The document is distributed to the relevant suppliers, from whom responses are received regarding their ability to meet the requests and requirements. After that, a price offer is received that includes all the components of the project. Since it is necessary to check in depth what each provider wrote, what he meant and why not, we conduct a comprehensive comparison for the purpose of checking the information system we want.

Choosing an information system

We lay out the suppliers' answers in comparison tables, and then perform an operation called: cost-benefit analysis, after which it will be possible to see which of the suppliers' proposals is preferable.

The next step is choosing an information system. The customer has to choose his system, and we are here to assist him. Therefore, focused presentations of the suppliers are held, visits are organized to customers who operate the potential software, and in addition, we hold internal discussions on the subject. At the end of the day, a decision is made on the order of negotiations - that is, who is the first preferred supplier and who is the last. This is how we choose the information system.

Negotiation with suppliers

Negotiating with a software vendor is not just a financial financial move; The practical significance of the negotiation is: what will the customer receive, at what price, how will the solution be implemented, what are the conditions the supplier is obligated to meet, how will the system be maintained in the next ten years, what will happen if the supplier is purchased by another company and what will happen if the system breaks down.

This stage brings to fruition all the work devoted to the analysis, the price offers and the selection of the alternative. More than once, we witness that all the effort goes down the drain, due to focusing only on the price issue and not on the content issues. At Gini, we accompany the entire negotiation process, as we stand together with you, for you and for your benefit. The negotiation process can last about two months or even more; Such a process can be stopped and started with the next supplier. In any case, the result of this step is the signing of a contract agreement that binds both parties, so it is carried out carefully and strictly.

Information system implementation project

As customers, the implementation project should bring you to a situation where you succeed in implementing the solution you have chosen for your company.

The last sentence is really not self-evident. Every organization has its own pace and problems, the current tasks it faces and a staff that is used to working in a certain way. Despite all these, we want to change existing habits.

We did not forget that there is also a software house, which comes to implement the system and confronts problems that require solutions on behalf of the organization. which was not planted for a moment; Installing, changing, replacing or upgrading information systems, is an organizational change, and therefore not self-evident. In order to face all the internal and external tasks, we at Gini are establishing a project manager, who meets regularly and deals in real time with all the decisions and events that occur on the path of implementation. In this way, we manage to navigate the process in a measured and controlled manner - to the lines of success in the information system implementation project.

How is the system replacement project in Gini going?

In conclusion
An information system is a need for organizations to deal effectively in a competitive market. Choosing the system, as well as correctly analyzing information systems and leading the organization to use it, are not simple tasks that require professional knowledge and experience. At genie, we hold the knowledge, tools and experience, and put them fully at your disposal.

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