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| case
study: leading electronics manufacturer |
Background
A leading electronic manufacturer, with component
and assembly plants in the UK and China, had
been operating a highly modified version of
ManMan for over 15 years.
The software vendor had been merged into a number
of different organisations and, as a result,
expertise was lost and maintenance costs had
soared. The company, therefore, wanted to investigate
the benefit of changing its business systems,
selecting an appropriate one and implementing
it alongside suitable process changes.
Approach
Using a framework for systems specification
and decision-making, a project was undertaken
that:
-
evaluated the present processes
and identified areas of improvement
-
identified the level of benefit
associated with the changes and difficulty
of gaining the benefit
-
specified the user requirements
and used these to develop a new operating
model with appropriate process metrics
-
evaluated up to 6 vendor products
against the specification and their ability
to implement at the client
-
produced a business case justifying
the selection, and setting the project metrics
for costs and benefits - the 'J' curve
-
supported the implementation
through process re-design, systems configuration
and mentoring
The whole project covered 18 months
from the initial health check to the sign-off
of the implementation in the UK and China. Benefits
Benefits
The client benefits were:
-
reduced software maintenance
costs of £100,000 with more modern software
-
reduced headcount of 10 people
due to improved reporting and analysis tools
-
reduced inventory of £1,500,000
in the 'pre-season' period through better
planning and demand management
The company has reduced annual
computing costs by over £100,000, and saved
over 15% on the original quoted system cost. Improved
business processes as a result of systems implementation
will improve customer service and enable a reduction
in inventory holding in excess of 35% .
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allman horrocks consulting: Strategic
Consultants
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