Enterprise System Sales and Production

Question: Discuss about theEnterprise System fo Sales and Production. Answer: What are the Key Goals IGT Wanted to Achieve Using an ERP System? The primary reason why ICT wanted to adopt the new EPR system was to enhance the efficiency of its operations. This efficiency was to encompass both production activities and information access by its employees in various departments such as finance, sales, and production. Before this integrations, the information was disintegrated accessing it was very exhausting. Therefore, this scattering of information is what prompted the adaptation of EPR. The EPR system contains a set of core business applications entailing finance, production, distribution and human resource all integrated together. According to IGT, this move was undertaken purely for business basis and not to cope with technology. Therefore, the key goals they wanted to achieve with this decision was to have in place a cohesive information technology set-up that would permit their growth. Additionally, just like many other large-scale manufacturers, the wanted a system which would have smooth integration of information. Thi s system enabled the company to monitor all of their departments and enhanced the linking of the main company to its subordinate branches. In summary, the companys primary goal while embracing this new system was to improve efficiency and effectiveness of its various operations. This ranges from production to customers order processing. The Pros and Cons to Customizing the System When adopting a new structure, the management should consider how the system fits the organizations operations. This is the element of complementary; this new system should adequately address the film's requirement. The decision made by IGT to implement SAP displays good coordination and efficient planning among the management because this system had the capabilities of being customized. However, customization has its advantages and disadvantages. The main advantage of customizing the system is that you can set the system to fit into your demands. This eradicates the possibilities of outsourcing or using disintegrated systems. Therefore, when you customize a system, it fits perfectly into your organizations needs. This is what IGT did; they aligned the system to serve their operations. However, there are disadvantages of customizing. First, you must have the technical skills to execute this activity. Furthermore, you must enter all of your firms information and specifics into the sys tem which is not an easy process. IGT had to assemble a team of individuals from its order group and engineering department to overcome this problem. The team was had to customize the system to handle the complex activities of the company. Therefore, successful customizing of a system requires the involvement of people from different sector within a firm. The operation is tedious and time-consuming. However, it is very vital to align the system to adequately address organization needs since it improves the efficiency of operations. How Should IGT Handle Change Management During ERP Implementation? According to Reiss (2012, p.3), there are three formal features which describe the nature of change. These features are complexity, omnipresence, and prominence. Therefore, when managing change, the management should be aware of these key features. There are several issues that IGT should handle during the change management process. The most vital thing that the company executives should acknowledge is that managing change in a collaborative activity and requires participation from all the companys stakeholders. This includes even the workers and the customers. Firstly, they should ensure that they train all the employees on this new prospect. This will make their employees be conversant with the new systems requirement and adjust accordingly. Training, in this case, entails how to use the new structure and elaborating on its importance. Customers play a vital role in the way a company handles its operations. Therefore, IGT should enlighten their clients on this new development. For example, the clients should be made aware of the reduction in the number of days for processing rush orders to four weeks from seven. This will enable them to adapt effectively to this new approach. Finally, the management should ensure that they incorporate positive attitude in their workers and clients to improve the acceptability of this new system. Reference List Reiss, M., 2012. Change Management: A Balance and Blended Approach. S.l.:BoD Books on Demand.