Supporting the ERP System Implementation
Context
CRC Industries recognized the need to streamline its operations and sought to internationally implement a unified ERP system. The company realized that the existing fragmentation of ERP systems and varied working methods had resulted in a significant lack of overview and a disorganized approach. To address this, the organization aimed to introduce an English-based way of working across its EMEIA countries, encompassing plants with diverse processes, cultures and languages. By doing so, they aimed to establish a standardized and structured approach that would enhance efficiency and collaboration. The implementation process required aligning the fragmented production process, which included numerous small and independent teams.
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Activities
- Definition of an integrated change & adoption approach throughout the overall transformation journey (end-to-end)
- Embarking leadership across the program to accelerate decision making and showcasing the new way of working
- Informing unions on progress and impact
- Activating change and key user communities to drive the change towards their colleagues
- Piloting and iterative scaling up of their corrugated approach
- Definition of backfill role for each people that was taken up internally project wise
Key results
- Significant increase in employee satisfaction, engagement and productivity thanks to the hybrid working model
- No losses of employees
- Good relations with trade unions and visible support
- Increased self-confidence among the employees towards the go-live date
- Production and shipment operational immediately after the go-live
- Anchored change management approach in the organization's system
- 68% of employees worldwide have adopted the new ways of working
- Global project delivered on time and within the budget limit
- Enhanced collaboration between logistical, productions, support and financial teams
- Prepared for future challenges and acquisitions