Dear Board of Directors,
With great honor
I commend our fellow IT consultants for giving a great presentation on the result
of the implementation of our ERP. After
having doubted the success of the implementation because of the failure we had concurred
on the first attempt back in 2000 and our company severed a $130M loss.
After reviewing
my notes on the presentation, I felt confident to have a team that is driven
and that is able to deliver such great data accuracy as they did with the
Saint-Laurent Plant with a data accuracy of 97%.
I truly believe that this success
was driven to our company because more employees began taking ownership of
their programs. The implementation of
the integrated system allows employees to interchange data from one plant to
another and become more accurate when extracting data. The system had been evolved by experts in
their fields.
After many hours of dedication
and team training that went in to developing the process we were able to
implement a successful ERP. The success for
our company will continue to always grow because our employees take ownership
of their work and have clearly defined roles. I am confident that Bombardier will continue
to be successful as long as they continue to have a strong relationship with
their work.
The
IT consultants shared with us their level of importance for their Saint Laurent
Grading chart. I agree that “Maintain Right Governance Model” should be noted
as 10 for level of importance. The IT consultants graded this with an 8.5 under
the Saint Laurent implementation. Our company should focus in bringing this grading
of an 8.5 to a 10. This qualification should be measured to ensure better
project governance in terms of decision making, cooperation, transparency and
communication between the project team and business side.
The IT
consultants graded the criterion of Ensuring Project team with Competence with
an 8.5. It is very important that we know our team is capable of doing a task
before it is given to them. We must add
more sophisticated training for our staff. This will create a competitive
advantage in our company by adding more skilled workers and improving productivity.
As a result, we will improve our grading to a 10. This action will influence
our next Criterion of “Deliver post go-live support” to improve by creating a
knowledgeable staff followed with proper and advanced training. The establishment of employee functions is
very important. Goals will never be met, if employees do not complete their
tasks because they either neglect their task or are unsure that a task is
supposed to be given to them.
In
addition we will continue delivering Strong Executive Sponsorship. In the past,
executive sponsorship was not always ensured.
Directors would lead to failure by example when they did not delegate
the proper tasks. Directors that were
supposed to attend workshops would send managers in their place, in which then
managers would send buyers to go in their place. Therefore instead of having directors be
experts in a certain field they relied too much on their employees to carry out
the new processes.
In
conclusion, I believe our grading chart shouldn’t include too many
requirements. We should focus in those that were graded low in the Saint
Laurent implementation and bring them to a grade of a 10 while continuing improving
our other criterions. These actions will allow us to focus in avoiding possible
further losses and learning from our mistakes as of those in year 2000.
Sincerely,
Ronald A Rojas
No comments:
Post a Comment