A practical integrated solution into enterprise application: a large-scale quality control system development case study

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Vahid Hajipour ◽  
Hamidreza Amouzegar ◽  
Sajjad Jalali
Keyword(s):  
Quality Control ◽  
Enterprise Resource Planning ◽  
Large Scale ◽  
Resource Planning ◽  
Qualitative Assessment ◽  
Primary Concern ◽  
Content Type ◽  
Business Units ◽  
Functional Units

PurposeEnterprise resource planning (ERP) offers a streamlined system architecture to feed businesses with beneficial information in the current intense global competition. The primary concern of ERP is how to integrate different functional units to facilitate a unified flow of information. This paper aims at providing a non-trivial practice of integrating the quality control (QC) system into the core ERP processes of a real large-scaled case study.Design/methodology/approachTo satisfy the purpose of the current study, a large-scale steel making holding, inclusive of 27 business units being dispersed over a wide area, has been targeted. In our research methodology, a sample of four business units is selected as the pilot cases to be investigated at first. The output results of such investigations are further extended to the other units. In light of the investigation, the existing QC working conditions of the pilot cases are assessed through the As-Is model. The To-Be models are derived based on the best practices and the integration scope is then bordered.FindingsThe findings show that the integrated QC solution has enabled the following features: the smooth interconnection between QC and other functional units like purchase and manufacturing, the ease of generating real-time performance report of QC unit, the sack of tracing the quality of any available item in the system and the root-cause of defects, and the straightforwardness of the qualitative assessment of the suppliers.Research limitations/implicationsThere is almost no similar practice for designing a large-sized integrated system from scratch in the target region associated with our case study while the off-the-shelf products are prohibitively expensive.Practical implicationsThis paper includes implications for providing a standard practice on integrating a substantial module of ERP down to the smallest detail.Originality/valueThe value of the current paper is associated with fulfilling a critical research gap in the context of studying the QC integration into an enterprise solution. In fact, despite the importance of the QC module and its plethora of interconnection with other functional units, the literature review shows a centric lack of considering such integration in a real case study, particularly the large-scale one. Further, this paper works as a valuable study in the literature owing to not only focusing on the design and development of an integrated QC solution but also considering the deployment facet of such a practice.

Corporate survival in Industry 4.0 era: the enabling role of lean-digitized manufacturing

2019 ◽  
Vol 31 (1) ◽  
pp. 1-30 ◽  
Author(s):  
Morteza Ghobakhloo ◽  
Masood Fathi
Keyword(s):  
Enterprise Resource Planning ◽  
Industry 4.0 ◽  
Manufacturing System ◽  
Resource Planning ◽  
Security And Privacy ◽  
Social Implications ◽  
Future Research ◽  
Manufacturing Firm ◽  
Content Type

Purpose The purpose of this paper is to demonstrate how small manufacturing firms can leverage their Information Technology (IT) resources to develop the lean-digitized manufacturing system that offers sustained competitiveness in the Industry 4.0 era. Design/methodology/approach The study performs an in-depth five years case study of a manufacturing firm, and reports its journey from failure in the implementation of enterprise resource planning to its success in integrating IT-based technology trends of Industry 4.0 with the firm’s core capabilities and competencies while pursuing manufacturing digitization. Findings Industry 4.0 transition requires the organizational integration of many IT-based modern technologies and the digitization of entire value chains. However, Industry 4.0 transition for smaller manufacturers can begin with digitization of certain areas of operations in support of organizational core strategies. The development of lean-digitized manufacturing system is a viable business strategy for corporate survivability in the Industry 4.0 setting. Research limitations/implications Although the implementation of lean-digitized manufacturing system is costly and challenging, this manufacturing strategy offers superior corporate competitiveness in the long run. Since this finding is rather limited to the present case study, assessing the business value of lean-digitized manufacturing system in a larger scale research context would be an interesting avenue for future research. Practical implications Industry 4.0 transition for typical manufacturers should commensurate with their organizational, operational and technical particularities. Digitization of certain operations and processes, when aligned with the firm’s core strategies, capabilities and procedures, can offer superior competitiveness even in Industry 4.0 era, meaning that the strategic plan for successful Industry 4.0 transition is idiosyncratic to each particular manufacturer. Social implications Manufacturing digitization can have deep social implications as it alters inter- and intra-organizational relationships, causes unemployment among low-skilled workforce, and raises data security and privacy concerns. Manufacturers should take responsibility for their digitization process and steer it in a direction that simultaneously safeguards economic, social and environmental sustainability. Originality/value The strategic roadmap devised and employed by the case company for managing its digitization process can better reveal what manufacturing digitization, mandated by Industry 4.0, might require of typical manufacturers, and further enable them to better facilitate their digital transformation process.

A novel model to implement ERP based on dynamic capabilities

2015 ◽  
Vol 26 (7) ◽  
pp. 1053-1068 ◽  
Author(s):  
Tsung-Sheng Chang ◽  
Hsin-Pin Fu ◽  
Cheng-Yuan Ku
Keyword(s):  
Organizational Learning ◽  
Integrated Circuits ◽  
Enterprise Resource Planning ◽  
Dynamic Capabilities ◽  
Success Factors ◽  
Resource Planning ◽  
Content Type ◽  
Implementation Model ◽  
Coordination System

Purpose – The purpose of this paper is to propose an implementation model for enterprise resource planning (ERP) based on resource-based view, and using the dynamic capability theory as its theoretical foundation. This model includes: the establishment of the objectives of the implementation, an assessment of the available resources and the scope of the implementation, the redesign/integration and organizational learning during the process, the implementation of the system, and the measurement and evaluation of its performance. Design/methodology/approach – An integrated circuits design company in Taiwan was used in a case study to examine the validity of the proposed model. Findings – When the proposed ERP implementation model was applied in this study, the results show that organizational coordination, system-process redesign and integration, and organizational learning are the critical strategies for enterprises, in order to reduce the risks during the implementation of ERP projects. Practical implications – This model can help enterprises recognize the resources needed when implementing an ERP. In addition, they need to consider the reliability of these resources, as this will increase the efficiency of the implementation, and thus the probability of success. Originality/value – Studies of past models in the implementation of ERP have been conducted in various industries. There is a need for further studies that evaluate the different concepts in terms of the effectiveness of specific methods, in order to enhance the probability of successfully implementing a dynamic system. This paper is one of the first to explain how an enterprise can implement an ERP that is based on the theory of dynamic capabilities. The case study illustrates the important, critical success factors.

Market reaction to enterprise applications: a multicultural perspective

2015 ◽  
Vol 11 (2) ◽  
pp. 269-294 ◽  
Author(s):  
Ana C. Silva ◽  
Oswaldo Lorenzo ◽  
Gonzalo Arturo Chavez
Keyword(s):  
National Culture ◽  
Enterprise Resource Planning ◽  
Firm Value ◽  
Fixed Effects ◽  
Large Scale ◽  
Enterprise Systems ◽  
Resource Planning ◽  
Customer Relationship ◽  
Accounting Data ◽  
Content Type

Purpose – This paper aims to identify the relationship between national culture, enterprise application (EA) implementations and firm value for a sample of the largest and most actively traded firms in Japan, the United Kingdom and the USA. The study seeks to contribute to a better understanding of the cultural traits that play a role in successful technological innovation. Design/methodology/approach – Using 11 years of price and accounting data, as well as corporate announcements from English- and Japanese-speaking sources, this study applies event study methodology and fixed-effects regressions to a sample of international adopters of enterprise resource planning (ERP), customer relationship management (CRM), supply chain management and firm-specific applications. Findings – The results show a country-related contrast in the way investors perceive value in EAs. Investors with national cultures that are more collectivist perceive their firms to be well-prepared to extract value from large-scale technologies. In contrast, individualistic cultures seem to face more implementation challenges. Research limitations/implications – Although the study provides statistically significant results, a larger sample of countries and enterprise systems adopters would further enhance a generalization of results. Practical implications – The empirical results provide evidence of the national culture traits that seem to increase the likelihood of success in enterprise systems implementations as seen from the perspective of actual investors. Originality/value – The empirical study of how multiple EAs (ERP, SCR, CRM and SPECIFIC) and national culture differences interact with a market-based metric of value (stock market prices), while also using an international sample of firms from three distinct regions, is novel to the existent literature.

Organization development through ad hoc problem solving

2013 ◽  
Vol 7 (1) ◽  
pp. 23-42 ◽  
Author(s):  
Davar Rezania ◽  
Noufou Ouedraogo
Keyword(s):  
Problem Solving ◽  
Knowledge Transfer ◽  
Enterprise Resource Planning ◽  
Ad Hoc ◽  
Resource Planning ◽  
Erp Implementation ◽  
Content Type ◽  
Knowledge Resources ◽  
Practical Implications

Purpose – The purpose of this research is to study the ad hoc problem of developing capabilities for knowledge transfer between various constituencies of an enterprise resource planning (ERP) implementation project. The paper studies how an ERP project develops ability to network, link, and integrate its various knowledge resources over time. Design/methodology/approach – The paper conducted a case study of an ERP project, from its initiation in 2008 to its completion in 2011. Findings – The case demonstrates the dynamics of development of knowledge transfer capacities through ad hoc problem solving. The paper identifies five mechanisms used in this case for the development of knowledge transfer capacities. Practical implications – Ad hoc problem solving mechanisms demonstrated in this paper can be intentionally planned and utilized in similar projects to enable interaction, integration, and institutionalization. Originality/value – Even though ad hoc problem solving as a model for change is prevalent in many organizations, studies of ad hoc problem solving capabilities as a mechanism for change are not extensive. This case describes ad hoc mechanisms that foster change and development of knowledge transfer capacities during large IT project implementations.

Integration of records management systems at a South African water utility company

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mpho Ngoepe ◽  
Vincent Mello
Keyword(s):  
Enterprise Resource Planning ◽  
Large Scale ◽  
Resource Planning ◽  
Content Management ◽  
Records Management ◽  
Water Utility ◽  
Content Type ◽  
High Productivity ◽  
Erp System ◽  
Utility Company

Purpose Digital records are either stored in an enterprise resource planning (ERP) or an electronic content management (ECM) system or managed without the benefit of either. To achieve high productivity, integration of these systems is required. However, the utilisation of either an ERP or ECM system is absent in many organisations. The purpose of this paper is to explore the development of a framework that may support the integration of an ERP into an ECM system at Rand Water. Design/methodology/approach This qualitative study used a case design with 14 interviewees from different levels in the organisation and diverse business units using ERP and ECM to perform their operational deliverables. Purposive sampling was used to select the interviewees in line with their area of work, role and level of operation. Findings This study established that the water utility company has implemented an ERP system (SAP) since 2004 and ECM systems since 1991 (Papertrail and later IBM FileNet) with only the information flow module integrated. This study suggested that to integrate ERP into ECM, human and non-human actors need to collaborate to ensure large-scale integration. Originality/value This study presents a framework for integrating ERP into ECM. It is suggested that an integration module for ERPs called extended ECM, be considered. A further study of the transfer of digital records in ECM into archival custody is recommended.

Advantages and disadvantages of developing an enterprise resource planning to manage quality in an accredited reality. COSMOB S.p.A case study

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Laura Bravi ◽  
Federica Murmura ◽  
Gilberto Santos ◽  
Luca Tomassini ◽  
Alessio Gnaccarini
Keyword(s):  
Enterprise Resource Planning ◽  
Design Methodology ◽  
Conceptual Development ◽  
Single Case ◽  
Resource Planning ◽  
Content Type ◽  
Advantages And Disadvantages ◽  
Decision Making Processes ◽  
Integrated Software

Purpose This study aims to analyze the innovations introduced, with reference to enterprise resource planning, in the Italian wood–furniture sector, focusing attention on the COSMOB S.p.A. case study, identifying how this small company tried to exploit the advantages offered by the introduction of new digital technologies to remain competitive in the context of the accredited Test Laboratories in the furniture industry. Design/methodology/approach The research has been developed with a qualitative approach. The study is a conceptual development and it uses exploratory interviews to create a single case study of COSMOB. The case study was developed with the realization by the researcher of a long period of support to the company’s Quality Manager, and periodic bi-monthly interviews for an update of their perceptions on the development of the activity. Findings The need for rapid decision-making processes, the management of high volumes of data and the need for inter- and intra-organizational connection had a critical relief in company’s decision to adopt the integrated software. As for the main problems related to its adoption, these were the duration of the implementation of the operation, the complexity of the system and its limited adaptability. Originality/value The value of the paper relies on the development of an in-depth company case study, where the researcher supported the implementation of the system for the entire activity, obtaining therefore, a qualitative base of information that cannot be obtained through limited interviews.

Strategies for leading IT-enabled change: lessons from a global transformation case

2016 ◽  
Vol 44 (2) ◽  
pp. 39-45 ◽  
Author(s):  
Einar Iveroth
Keyword(s):  
Enterprise Resource Planning ◽  
Resource Planning ◽  
Global Scale ◽  
Study Data ◽  
Content Type ◽  
Multinational Organizations ◽  
Erp System ◽  
Rich Description ◽  
Shared Service

Purpose – The aim of this article is to provide strategic insights of how multinational organizations lead IT-enabled change on a global scale. The article summarizes the findings from a three-year case study of the international telecom company Ericsson. This company managed to successfully transform their finance and accounting (F & A) unit from a highly decentralized structure into a so-called shared service center (SSC) structure and the whole change was enabled by enterprise resource planning (ERP) system. Design/methodology/approach – The case study data consists of in-depth interviews, archival data, and observations collected during three years. Findings – The article provides rich description of how the transformation was executed together with three key strategic lessons. Originality/value – The article offers unique and novel insights of how strategist drives IT-enabled change on a global scale.

ERP and organizational change

2016 ◽  
Vol 24 (3) ◽  
pp. 487-515 ◽  
Author(s):  
Mostafa Kamal Hassan ◽  
Samar Mouakket
Keyword(s):  
Organizational Change ◽  
Market Economy ◽  
Enterprise Resource Planning ◽  
Emerging Market ◽  
Resource Planning ◽  
Case Study Methodology ◽  
Content Type ◽  
Erp System ◽  
Study Methodology

Purpose The study aims to explore the processes of implementing an enterprise resource planning (ERP) system in a public service organization operating in an emerging market economy, namely, the United Arab Emirates (UAE). Design/methodology/approach The study draws on Laughlin’s (1991) model of organizational change to highlight how the introduction of an ERP system, particularly its accounting modules, disrupted the adopting organization’s modes of thinking and its members’ practices. It uses a case study methodology. Data collection methods included semistructured interviews, documentary evidence and personal observation. Findings The case study findings show that despite implementation and customization problems, the organization’s employees were forced to use the ERP system. The findings also highlight how the ERP system was acted upon to mobilize the organization’s members toward a new era of information technology. However, the misfit between pre- and post-ERP system accounting practices led to some organizational members to form absorbing groups that questioned accounting-based ERP system organizational changes. The top management’s persistent desire to adopt the ERP system through forcing the organization’s employees to use the system’s modules led the organization to undergo what Laughlin (1991) calls “colonization” organizational change. Research limitation/implications The use of a case study methodology inherently limits the generalizability of the study’s findings. The case study was carried out over a relatively short timeframe, namely, ten months. Therefore, the use of a longitudinal case study to examine accounting-based ERP organizational change is recommended. Practical implications The study provides insights that can assist top management in formulating organizational change strategies. It also provides insights about emerging economies’ regulatory particularities that influence ERP system implementation. Originality/value The study is one of the first studies that utilizes Laughlin’s (1991) model of organizational change to examine accounting-based ERP organizational change in an emerging market economy.

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