Problem/Issue
Statement
-
Because Bombardier strategy of growth by
acquisition, inherited data, processes, and system for each individual company
became a problem
o
Systems did not communicate with each other
effectively
o
Difficult to share data between manufacturing
facilities
o
Labour mobility suffered due to the fact that
the skills required to operate information system were not transferable between
facilities
o
Cost of information systems ownership was
multiplied by the number of systems maintained
-
Several problems related to the operation of the
Aerospace division
o
Process delays
o
Sequential activities
o
Low inventory turns
o
Supplier proliferation and price inconsistency
o
Multiple bills of material
o
Low visibility of inventory and lack of
integration between its legacy systems*
Situation
Assessments
-
Bombardier’s Bombardier Manufacturing System based
on the MACPAC platform has not evolved to cope with the changes the business
had undergone and with the challenges it was now facing.
o
Struggled to cope with increasing inter-site
dependencies
o
Persistent pressures on costs
o
Rapid introduction of new products
o
Greater need for integration with business
partners
-
Criteria
o
Cost
o
Integrated organization in which employees would
seamlessly share common data across sites and products using a single set of
unified systems and processes
o
Focusing the implementation on appropriate
business processes
o
Fresh ideas and planning for the companies
vision
o
A strong sponsorship model and sufficient
involvement of internal employees
o
Preparing the users, making sure that they have
the required tools and skills to pursue any project.
o
Delivery and support must perform flawlessly
o
Business side put forward the required effort
List of Plausible
Alternative Courses of Action
ERP (The BMIS Project)
-
A first ERP implementation at Bombardier Aerospace
was discontinued mid project
o
It did not meet the criteria of the company
-
BMIS was the first project launched to realize a
wider ERP strategy and a vision of an integrated organization
o
Budget to implement the BMIS across all
facilities was $363 million
o
Support 9,500 users over seven sites
o
Development required 400 people
o
SAP enterprise system was selected
o
Result in savings of 1.171 billion
o
One-time reduction in material inventory of $219
million
Recommendation
Quality and Logical Recommendation
-
I believe going
with ERP strategy is the best option
o
Budgeting the right price and working with right
people to make the right ERP system is the best way to handle a large scale
business process that could handle company like Bombardier.
o
My logical and quality recommendation is to go
with ERP system and this process will cover all the criteria Bombardier want to
improve on.
Bombardier ERP is applied in organization in which employees would seamlessly share common data across sites and products using a single set of unified systems and processes.
ReplyDeletesap support pack implementation