Bombardier Reflection

            The consultants reviewed the second implementation on a green, yellow and red post implementation rating. The Dynamic Consultants feel that a green rating was accomplishing the goal effectively, yellow rating needed some fine tuning and red needs a significant improvement. There were four areas broken down in executive management, project management, knowledge transfer and adoption.    

I agree with the consultants as Bombardier needs improvement in project management and significant improvement in knowledge transfer. I would still recommend developing Key Performance Indicators (KPIs). This was mentioned as a red rating and an area of concern in project management. Employees need to be aware of inventory reduction and costs. Bombardier’s management must show monthly KPIs to their staff, otherwise, the employees don’t see the value of the ERP implementation. For example, the Mirabel plant had a significant reduction in $1.2 billion in inventories within the first year of Go-Live. The KPI inventory reduction should be communicated throughout the plant on a monthly basis to the staff. This is a major accomplishment for the plant and there must be awareness of this outstanding achievement. The ERP KPIs will only boost morale within the department. These positive results will allow employees and management continue to build rapport.       

I would still recommend making significant improvements in knowledge transfer with proper training and eliminating the legacy systems. The consultant training was not effective and power users struggled in the second implementation. I agree with the Dynamic Consultants that additional full-time headcount would be needed since the outside consultants were not adding value. Two full-time SAP specialists on each site is a great recommendation compared to the inadequate consultants.  I would still suggest utilizing the Mirabel plant as a resource. The Mirabel employees can cross train the next plant with their knowledge transfer. Also, I would recommend eliminating the legacy systems for each site. Employees should be deactivated from the legacy systems after each site goes live to ERP SAP.  The Dynamic Consultants did an excellent job with providing the best practices. This will make the ERP SAP third implementation a successful project.   

Dr P. – I attached 2 of my KPIs from my ERP system that I prepare to my staff.

                        1^st KPI –How long does it take for my team to log invoices.

                        2^nd KPI – How many a/p checks are being issued. The goal is to convert to ACH payments.