Both ERP transformation and Lean & 5S initiatives are fundamentally similar in nature. Both involve organizational change, process discipline, resistance management, and sustained execution. The defining difference, however, lies in the presence of solution & consultant who can clearly visualize the end state from the very beginning — and possesses the conviction, experience, and leadership to drive the organization steadily…
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People spend weeks researching a pair of shoes they may use for 1 year. But many companies finalize an ERP — a system that will run their entire business for 10–15 years — after a few PowerPoint presentations and blind trust. The wrong shoes may give you blisters.But a wrong ERP can bleed money, productivity, people, and customers. Strange reality:…
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In my earlier article, I explained the difference between a 4-foot pool and a 16-foot pool in ERP selection. A 4-foot ERP is shallow. It handles generic transactions. The moment manufacturing complexity increases, users hit the bottom. A 16-foot ERP is different. It is purpose-built for deeper manufacturing operations: Multi-level BOM Landed costing WIP tracking Subcontracting Real-time costing COGS-based accounting…
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There are thousands of articles, panel discussions, and war stories on why ERP projects fail.Instead of adding one more failure story, I want to focus on something more useful — what needs to be done right to make an ERP project successful. First things first: an ERP must be ready for your business from Day One.As someone who has spent…
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Introduction: The Surface Illusion Most business owners choose an ERP based on what they see from the "pool deck." You look at the brochure, and it looks like a sparkling, Olympic-sized solution. From the surface, every ERP looks the same: a blue expanse of features promising to solve all your problems. But there is a hidden danger in the water.…
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Moving from basic accounting software to a full-scale ERP is a massive leap. When you try to "fill the plate" all at once, the system often becomes overwhelming, and the risk of operational "indigestion" increases. The "Big Bang" approach (switching everything at once) is the primary reason many ERP projects fail—it creates too much "organizational indigestion." The buffet analogy will…
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Recently I saw the movie Mission Mangalyan. The movie was so captivating. Simple team of dedicated scientists, learning from their mistakes, deeper sense of advancements with their day-to-day lives. I felt many similarities between this movie and the ERP project implementation. Clear Mission Objective Mangalyaan: The goal was simple yet ambitious — reach Mars on a fraction of the cost…
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