CONTACTS 

SUBJECTS
Business Engineering, 930216
Concurrent Engineering TQM Self-directed Teams Empowerment Reenginee
Organization Flat Reengineer Reduce Bureauracy Empowers Collaboratio
Bureaucracy Management Productivity Big Organizations Poor Meaning D
Bureaucracy Resists Innovation Change Improvement Reward Uniformity
Enterprise Resource Planning ERP Cultural Transformation New Way Wor
ERP Enterprise Resource Planning Cultural Transformation New Way Wor

1909 -
1909 -    ..
1910 - Summary/Objective
1911 -
191101 - Follow up ref SDS 7 6120, ref SDS 6 0000.
191102 -
191103 - Interesting article on efforts in the 90s to implement sweeping
191104 - changes to business practices, parts handling, and manufacturering in
191105 - order to remain competetive by improving productivity.  Several case
191106 - studies are cited to illustrate lessons learned showing that
191107 - leadership, education and training are common demoninators for
191108 - successful transformation. ref SDS 0 8G3F  These lessons from
191109 - manufacturing fit experience introducing SDS for improvement to
191110 - management and communications. ref SDS 0 8F3L
191111 -
191112 -
191113 -
191114 -
191115 -
191116 -
191118 -  ..
1912 -
1913 -
1914 - Progress
1915 -
191501 - Transformation Leadership Challenge Steady Progress Incremental Change
191502 -
191503 - CIO magazine the March 1, 1999 issue has an article on Enterprise
191504 - Resource Planning with the title...
191505 -
191506 -                     Wanted ERPeople Skills
191507 -
191508 - ...by Polly Schneider that relates efforts and challenges to transform
191509 - organizations which raise significant people and cultural issues when
191510 - introducing new system wide technology that changes daily work.
191511 - ref OF 19 0001
191513 -  ..
191514 - This relates to "new realities" of a new world order set out in NWO,
191515 - ref OF 10 1675, and cited by Grove in his book, "Only the Paranoid
191516 - Survive," reviewed a year ago on 980307. ref SDS 5 LW42
191518 -  ..
191519 - Recently, on 990225 Roy Roebuck at DOD submitted an unsolicited letter
191520 - citing SDS support for good management practices that are mandated by
191521 - regulations, and called out by published standards, ref SDS 6 6956,
191522 - but are not followed because people lack command and control of the
191523 - work using popular tools and methods, and this causes conflict, loss,
191524 - crisis and calamity. ref SDS 6 5857  Since SDS enables good
191525 - management, transformation is required from using familiar tools in
191526 - familiar ways, noted by Grove at Intel, reviewed on 980307,
191527 - ref SDS 4 3740, that are used for "feel good" management discussed by
191528 - Morris at Chips on 911123. ref SDS 2 1331
191530 -  ..
191531 - ERP supports technology for integrating traditionally separate
191532 - practices and processes. ref OF 19 G85J  This fits the model of SDS
191533 - integrating traditionally separate tasks for plan, perform, report,
191534 - explained in POIMS. ref OF 5 2688
191536 -  ..
191537 - Integrated systems conflicts with decentralization for innovation
191538 - through competition. ref OF 19 007M  This is "tricky" because by
191539 - definition, "organization" contemplates complementary action toward
191540 - common objectives.  Westinghouse is an example. ref OF 19 006N
191542 -  ..
191543 - Systemic change to improve productivity with new tools and methods
191544 - requires leadership through edcuation, demonstration, and
191545 - transitioning, also, transforming, rather than sweeping authoritian
191546 - mandates. ref OF 19 US8F
191547 -
191548 -       [...below, champion of change requires leadership with a broader
191549 -       vision. ref SDS 0 8G3F
191551 -  ..
191552 - Change requires express leadership with management assigned reporting
191553 - to cross-functional executive level, rather than to the CIO, in order
191554 - to avoid the stigma, ref SDS 0 01GN, of rolling out untried
191555 - technology. ref OF 19 00FO
191556 -
191557 -
191559 -  ..
191560 - Boeing ERP Competence Center Drives Proof of Concept Exercise
191561 - 8 Weeks Training Users and Management Transform Knowledge Work
191562 -
191563 - Martin Ritchie is director of Boeing's ERP Competence Center, reports
191564 - progress beginning in 1994 on transforming legacy systems into more
191565 - efficient integrated manufacturing for commercial aircraft.
191566 - ref OF 19 0187
191568 -  ..
191569 - Dave Clark, Boeing's director of knowledge transfer, helped employees
191570 - learn their new roles with a "proof of concept" training exercise for
191571 - eight-weeks that involves users and managers from every department in
191572 - the plant.  Employees work together on problems, like handling
191573 - emergency orders, or last-minute design change. ref OF 19 01GN
191574 -
191575 -        [On 040720 SDS deployment calls for 2-6 week training program
191576 -        on transformation. ref SDS 8 KH3N
191577 -
191584 -  ..
191585 - Initial mistakes that caused parts shortages and chaos were corrected
191586 - by changing requirements to include managers in the training, so that
191587 - everyone was in sync, closer to the assembly line that parts smoothly
191588 - through the production process, management and users communicated
191589 - smoothly on keeping the system running. ref OF 19 01AO
191591 -  ..
191592 - Clark attributes productivity improvement to reengineering knowledge
191593 - workers that catapults Boeing out of the dark ages. ref OF 19 EE9J
191594 - This implements Doctor Little's vision for Boeing information
191595 - architectures presented on 890513. ref SDS 1 K226  It may solve the
191596 - productivity problem presented by Bruce Carlson on 960321. ref SDS 3
191597 - LN7I
191598 -
191604 -
191605 -
191607 -  ..
191608 - Cross-cultural Leadership and Training Air ERP
191609 -
191610 - AlliedSignal implemented ERP in 1996 to improve productivity in
191611 - logistics and supply chain management spanning 11 countries, 18 sites
191612 - and 9 languages. ref OF 19 0275
191614 -  ..
191615 - Jeff Smith, CIO of the turbocharging systems division, has spent 28
191616 - weeks abroad to meet cross-culture challenges launching nine SAP
191617 - modules at once for common global processes that eliminate Y2K costs.
191618 - Plans for seven months completion made the pressure was intense.
191619 - ref OF 19 01FY  Smith attributes cross-cultural leadership involved
191620 - from foreign locations, ref OF 19 01HZ, and training that brought
191621 - uniform standards with success of the project. ref OF 19 02AU
191622 -
191623 -
191625 -  ..
191626 - Incremental Solution for Complex Change
191627 -
191628 - KISS (keep it simple, stupid) seemed to the driving force of ERP for
191629 - Bay Network's Taborga introducing complex change by not going to too
191630 - fast too soon. ref OF 19 URSX  Scope management was therefore
191631 - critical, to balance goals for speed and accuracy (constant care).
191632 - ref OF 19 02JZ  Considerable time was required to educate executives,
191633 - mostly focused on "what" was being done.  Speed eliminated time
191634 - explaining why and how. ref OF 19 YV4H
191636 -  ..
191637 - Besides accomplishing better productivity, Taborga believes Bay
191638 - Networks' experience has yielded a "change culture" that is ready for
191639 - the next ERP innovation. ref OF 19 02O1
191640 -
191641 -
191643 -  ..
191644 - Leadership with Broader Vision Champion for Change
191645 -
191646 - Champion of Change critical ingredient who can develop a network of
191647 - support through collaboration.  Transformation requires commitment to
191648 - training and education which can only be sustained through leadership
191649 - with a broader vision.  This aligns with planning for transformation
191650 - of information to a culture, called out in NWO. ref OF 13 4305
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