The selection process
"Communication, consultation and sheer hard work were the three factors underpinning the successful implementation of NGF EUROPE’s replacement system," says finance director and project co-ordinator, David Farmer. "By taking a realistic view on the aims and resources, the project was completed in just over twelve months from the start of selection to go-live. It was a great effort and whilst there were a few teething troubles, everything went according to plan and within budget." Gradient Consulting of Rawtenstall helped the company through the initial stages of defining the requirement and managing the vendor selection process. The process started with a series of one-to-one interviews, involving key users. The results were then analysed and translated into a list of priorities. This then formed the basis for the brief used to evaluate potential systems software vendors. "Although software and technology were important, what really made the difference was the quality of the product presentations, the experience and depth of knowledge of the sales personnel, and the vendors’ willingness and ability to form an accurate and full understanding of our needs. "IFS scored because they were keen to work with us and establish themselves as a long term partner, rather than simply pushing a product package, designed for a generic commercial application," explains David Farmer. "And as the project progressed, the versatility of the software proved itself by the way that IFS were able to create solutions to specific NGFE requirements." This was exemplified by NGFE’s requirement for a percentage-based Bill of Materials (BoM), which became a crucial factor early in the selection process. Manufacturing operations are essentially a mix of continuous process and textile production. Finished cord is wound onto large spools for delivery to the cam belt manufacturers. Although not complicated, a fundamental characteristic is that the BoM is made up of a recipe of different ingredients, which are mixed on a percentage basis.
Implementation
The project was managed by following the standard IFS implementation methodology – covering the need for a detailed project plan, functional requirements, documents, testing and simulation, change control methods and weekly reports to the steering committee.
Immediate benefits
Go-live on May Day 2006 was almost routine, thanks mostly to the hard work, preparation and team commitment at NGF EUROPE. Although the aim initially was simply to improve control and ensure continuity of the existing business processes, a number of benefits were realised immediately. Real-time information is now available across all aspects of the business, together with greater integration between stock control, production, commercial and financial. This is a big advantage, improving the speed and efficiency of month-end reporting cycles. Significant administration time is being saved by automating purchase order processing. Another important milestone was the creation of the first production plan using the IFS manufacturing materials requirements planning (MRP) facilities. Development is continuing in a number of areas to improve data integration and reporting facilities to allow faster and better informed decision making. It is also planned to link IFS to an existing RFID-based wireless product tracking and control system, to improve manufacturing efficiency and the accuracy of product traceability. Other plans include giving customers online access to the status of their orders and stock holdings. Timing of the implementation is also significant, enabling NGF EUROPE to keep in step with the introduction of new technology by the company’s Japanese parent. It is also planned, at some stage, to implement IFS within a subsidiary company in Canada.
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