'Bombardier Case Preparation Essay\r'

'Bombardier is a no-hit company in the transportation industry. Bombardier has two divisions; The Aerospace and conveyance of title divisions.\r\nBombardier Aerospace is the third largest designer and manufacturer of commercial aircraft in the world, and one of the leading producers of regional aircraft. The company encountered nearly challenges because of the company’s growth system by acquisition.\r\nThe main problem was communication problems among systems which were different for for each one acquired company because Bombardier Aerospace became a â€Å"textbook silo organization” after(prenominal) acquiring with other companies. Addition to this problem, low visibleness of inventory and lack of integration between its bequest systems was also important problem to the company.\r\nSymptoms of the problem were cultivate delays, sequential activities, low inventory turns, supplier proliferation and scathe inconsistency, and multiple Bills of Material (BOM).\r \nThe company found a solution for this problem that changing Bombardier Manufacturing System (BMS) which was the sort of IT applications to set up manufacturing activities to an Enterprise Resource Planning (ERP) system.\r\n· starting line ERP Implementation: After $130million spent, first ERP death penalty quit mid- jump out in 2000. Failure of this attempt:\r\n•Focusing the executing on inappropriate business processes •An outdated company vision\r\n•A weak sponsorship model\r\n• scrimpy involvement of internal employees.\r\n•Employing too many consultants who having a limited intimacy of the business to assist in the exteriorise.\r\n· Second ERP Implementation (BMIS) Project: In 2001, a group of senior managers authored a project for the BMIS in order to establish a new co-ordinated manufacturing system. BMIS was the first project to realize a wider ERP strategy and a vision of an integrated organization, one company. It would substa ntiate Bombardier Aerospace’s operations; would focus on the processes that encouraging manufacturing, procurement, finance and the engineering data to support these processes.\r\nIssues encountered by Training:\r\n• Lack of process documentation or system functionality for trainers •3rd party consultants prepared raising material\r\n•Lack of user friendly, understandable upbringing materials\r\n•Lack of information to employees about necessity of educate •Lack of focusing on the roles (e-learning module)\r\n•Incomplete and slimly wrong data for provision\r\n•Lack of exposition of the wider role & consequences of BMIS. •Shorter training time than what was be after\r\nIssues encountered after Go delay:\r\n•Three weeks resolution to implement new system\r\n•Lack of knowledge of user’s new responsibilities and roles •Blaming new system when encountered problem didn’t solve in a short pe riod of time by support staff •Availability of old system (some managers boost employees to use old system) •Lack of implementing General record\r\n•Not using reporting functionality by managers\r\nBMIS was delivered on time and below budget.\r\nAfter Go Live some issues considered and inadequate areas improved: •Initial training supported with additional courses and training material. •â€Å"Day in the Life” training documents developed by forethought team and these documents improved user’s military position toward the system.\r\n· Saint Laurent Implementation: After second implementation â€Å"Mirabel” project, some of the issues were solved and improved. •The important of user training was well recognized.\r\n•Managers of the Saint-Laurel plant were convinced to own this project. •Everybody in the organization got sensible about every mannikin and details of the project. •Communication among em ployees and management for the project got better. •Users mum the changes introduced by the new processes. •Attendance for the training became priority.\r\n•Users informed about their roles and responsibilities earlier deploying the new system.\r\nRecommendation: Bombardier ask to apply the best ERP implementation practices which includes; •Understanding of the project by management and users: Bombardier did it on Saint-Laurel project. •Planning project: Bombardier made schedule for all project and utilise on their project. •Training: Giving training to users before implementing the new system, and continuing training after implementation to make users to understand new system well. • hire mapping data techniques and conduct pilot runs and interrogation simulations: Bombardiers implemented ERP system on one state of affairs at the time.\r\n'