CEO – Discrete Manufacturing
We felt we needed new enterprise software because we couldn’t complete a monthly close and the adjusting entries weren’t supportable. Reports didn’t make any sense, etc.
At the beginning of the initiative, Ed asked pointed questions about how we arrived at the current predicament which included history of the software used and key personnel in the various departments. In the end, the solution was not new software as we had believed. The software in place was fine for our organization. Our basic problems were due to personnel turnover and initially weak and poorly defined implementation steps. The solution we pursued was to reengineer our business processes followed by training and procedural documentation for everyone.
CEO – Manufacturer of Material Handling Systems & Products
Why should we utilize your services when I can make decisions using a quarter from my pocket?
By contrast, Ed identified that data inherent in a company’s business systems should provide useful basis for making informed decisions. The company had grown rapidly through acquisition and none of the operating groups followed similar business models or utilized common systems. Ed presented a solution which required identification of a single enterprise software package which would support all the different business models in place. This in turn, resulted in a common information technology infrastructure along with elimination of localized customizations and operating redundancy across the company. Core processes were then standardized with commensurate reduction in operating costs and increased flexibility. Common data structures fueled the business information system.
Division Manager – Treatment and Outcomes (Medical and Mental Health Services)
We are too busy trying to reduce our backlog and catch up. We aren’t meeting our local and state mandated reporting requirements.
Ed’s team designed and installed a patient database system which captured patient conditions, observed behaviors, prescribed treatments, assessments and outcomes. Criteria and parameter driven reporting met the needs of local & state monitoring and regulatory agencies, case reports etc. Over time, QoL measures, statistical analyses and other features were added as needed.
Division Manager – Consumer Products Company
We can’t make product to design specifications. Our situation is dire and management is reviewing dropping the product line.
Ed’s analysis identified the manufacturing process was statistically out of control. The process control technicians and management were constantly tweaking the controllers which further exacerbated production problems. The solution was twofold. First was new software which supported data collection and measurement of key quality factors as identified by the product designers. Second was training in usage of the software and understanding of Six Sigma for operations. Once production steady state was reached, the overall result was so successful we actually expanded our capacity.
CFO – Design & Build Equipment Manufacturer
We previously discontinued two software replacement efforts prior to completion, why will this time be different?”
Ed identified a number of factors he believed to be instrumental. This time around, senior management would be involved through the establishment of an executive steering committee. ‘Stake holders’ from different functional areas had been selected and agreed to committee membership. Additionally, business requirements had evolved and the current software choice for migration supported new international requirements. Finally, the selected software provided better functional fit overall with fewer customizations and greater functionality for supporting different business models associated with future business acquisitions. At the end point, we achieved success. Our new software and business processes were in place and accepted by all; including the stragglers.