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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