Knowledge Base > Setup and Implementation > Implementation of Progress Plus

Here are some recent suggestions from customers who have got over the initial period of implementation.

Management buy in. You have reviewed your business, you have made your decision to buy Progress-Plus. So how do I get the system up and running? From the start management need to explain the importance of the system to all members of staff and the essential role they play in pulling the system together. You need to decide what you want to achieve from the system and cascade this to your staff. Regular meetings need to take place to reinforce the need to use the system and get away from ad hoc spread sheets and localised ways of gathering information. If we all use the system everyone has visibility of the business process. This user discipline is essential if the business is to succeed and management have to make sure it happens. Clear training is important here and you need to make sure staff understand the system and buy into the everyday benefits they will gain. They need to be motivated to change and management need to ensure that Progress-Plus reports are used as a matter of course. Forcing staff to use what is available rather than look for something special or bespoke is important as it keeps them focussed. Here vanilla is the only flavour available!

Making the most out of your training days was a constant theme. Ensure staff have prepared a list of queries, ensure these are covered in the training session and most importantly that management follow up to ensure that staff are using the Progress-Plus system and have not reverted back to their old ways. Educating staff about doing the right thing is key to success.

Do I get the business to fit the system or do I try and change the Progress-Plus to accommodate the way we work? The companies that have the least amount of pain and implement the system quickest tend to have a very robust review of their business process from enquiry/sales/purchase/manufacture/inventory to invoice and really question how they currently operate. Is it historical or does Progress-Plus offer better practice? Before you go down the implementation road it is vital that management/operators have this process review as it shapes the whole implementation journey. Define your routings and codes with relevant departments and agree which parts of the business should go live first.

Most people will already have an existing system of working and it is important that when starting with PP that we have data integrity when we transfer over from the old system. The adage of crap in/crap out is never truer. Staff need to have confidence in the data the new system is producing. Populating and cleaning data for the new system is a worthwhile exercise. The issue is finding the time/ allocating the resource to carry out this important task. Populate your play data base as quickly as possible as playing with your own information is more relevant to users and helps them learn quicker.

Important areas to consider, and to allocate resource to manage, is setting up the part number structure which reflects the way you want to control your manufacturing process and having the drive to link the various modules up. It is fine to start with one part of the business but you will not get the full value of the system unless you link the modules to give a complete picture of the drivers in the business. KPI reports are great but there needs to be substantive data behind them. Individual departments must have the discipline to use the system and the understanding where their inputs fit into the bigger management picture.

Should I encourage super users on site or not? Some people will naturally embrace change and understand the benefits of an ERP system. These people should be encouraged and motivated to pass on their expertise. “GO TO” people are important in your organisation and should be encouraged. Some people are reluctant to change and will find any excuse not to. These members of staff may not feel comfortable showing their lack of skill to colleagues. The super user can genuinely be busy and not available so the reluctant user will do nothing or revert back to their old ways of working. Encourage them to contact our Help Desk. This increased communication with BMS will improve their confidence in the system.

This is a journey. The good news is that Journeys End is a robust software product which will provide you with a system to allow you to get added value out of your manufacturing process and will produce KPIs which will help you run your business. The challenge for you is to get staff buy in, ensure that you have the correct processes in place, regularly review where you are in the journey and explain the importance of KPIs in running your business. We are here to help you on that journey and you can have confidence that we have over 300 users who are on that journey as well. We firmly believe that Progress-Plus is as much your product as ours as we constantly receive and implement suggestions from our customers as to how the system can work better.

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