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    Group 3 - Tektronix

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    Anmol Shukla
    Tektronix implemented an ERP system in stages over multiple years to reduce risk. A steering committee was formed to oversee the project. Implementation began with financial modules and then expanded to additional functions and regions. The staged approach allowed lessons from prior stages to be applied and avoided a "big bang" disruption. Overall, the implementation was successful and improved integration, visibility, decision making and other key metrics.

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    Group 3 - Tektronix

    Uploaded by

    Anmol Shukla
    64 views9 pages
    Tektronix implemented an ERP system in stages over multiple years to reduce risk. A steering committee was formed to oversee the project. Implementation began with financial modules and then expanded to additional functions and regions. The staged approach allowed lessons from prior stages to be applied and avoided a "big bang" disruption. Overall, the implementation was successful and improved integration, visibility, decision making and other key metrics.

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    Group 3_Tektronix

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    Tektronix implemented an ERP system in stages over multiple years to reduce risk. A steering committee was formed to oversee the project. Implementation began with financial modules and then expanded to additional functions and regions. The staged approach allowed lessons from prior stages to be applied and avoided a "big bang" disruption. Overall, the implementation was successful and improved integration, visibility, decision making and other key metrics.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    64 views9 pages

    Group 3 - Tektronix

    Uploaded by

    Anmol Shukla
    Tektronix implemented an ERP system in stages over multiple years to reduce risk. A steering committee was formed to oversee the project. Implementation began with financial modules and then expanded to additional functions and regions. The staged approach allowed lessons from prior stages to be applied and avoided a "big bang" disruption. Overall, the implementation was successful and improved integration, visibility, decision making and other key metrics.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    of 9

    SYPNOSIS-

    • Founded in 1946 as electronic test equipment maker in Oregon.


    • Expanded into manufacturing electronic tool and devices
    • Business Split
    1. Measurement Business Division (MBD)
    2. Colour printing and Imaging Division (CPID)
    3. Video and networking division (VND)
    • Presence in 60 countries and a worldwide leader in Oscilloscope, television test measurement and monitoring equipment.

    Challenges in management and information system:


    Not properly no common not able to take Financial not able to close Business was
    coordinated and business up quick projects, performance was books even in 2 growing and
    lacked integration processes not inventory visibility suffering weeks current system
    standardized- was low not able to
    support it.

    ERP Implementation Stages


    Steering committee
    Project
    creation to develop Implementation in
    Software selection organizational and Project schedule
    a global business 5 sub projects
    management
    model- guidelines

    Implementation was a success


    Ques. 1 -Why did Tektronix implement ERP in stages? Compare the stage based approach and going via the Big Bang
    approach to implementing ERP systems.
    Answer - The Tektronix used huge legacy programmes, changing entire ERP at once could have been risky and expensive.
    This approach allowed regular feedback and reviews and allowed them to learn from previous experience and mistakes.
    The proposed implementation represented a significantly different method of doing business than the current business
    environment.

    Implementation in stages gave them flexibility in making decisions. 


    IT infrastructure - A company having various application systems running through its different functional units with huge
    legacy systems is more likely to have its ERP implementations in stages to reduce risk and cost
    Integration - When a company wants the advantage of getting the full benefit of the
    integrated software across all functions of the organization it generally goes the big bang approach.
    Multiple Location - Those companies that operate in multiple locations needs a reliable communication links for online
    processing and uniformity which can be achieved by big bang approach. The use of stage-based approach helps reduction
    in risks, companies can roll out to multiple locations once they have implemented programme successfully at one location.
    Ques. 2 - How did Tektronix manage risks associated with ERP implementation?
     Selecting the right vendor Tektronix didn't spend a lot of time evaluating features and prices amongst
    vendors. They chose Oracle since it was suitable with their surroundings. The Oracle applications took
    Tektronix three years to implement. They implemented a general ledger in 16 countries in the first
    year. Then they concentrated on converting receivables and cost control in the company's regional
    accounting centres throughout the world. They added additional features to their business unit
    product information after implementing finance apps.
     Waved implementation: Their ERP deployment was perceived as a series of changes, each with its
    own set of challenges. The program's waves would each bring capabilities to a different business unit
    or geographic region. Despite the fact that each wave would be controlled independently, the overall
    project team would manage the interdependencies to keep the programme on track.
     Attention to schedule - The importance of the scheduling was not overlooked. This reduces the
    possibility of delays. The momentum is maintained, and it aids with staff discipline.
    • Strong Management Support and Building a Coalition: Carl was able to execute the project with limitless
    autonomy and cut through the politics thanks to the CEO's mandate, allowing him to make faster and more effective
    decisions. He also had a lot of help from the presidents of the various business divisions, as well as various IT
    managers in each division. This reduced resistance to change and helped the initiative maintain momentum by
    swiftly forming a strong coalition of those eager to steer and support the change.
    • Implementation support
    They used combination of large and small consulting firm for the support. For example for financial implementation
    they worked with Aris consulting as firm specialised in ORACLE Implementations.
    • Strong responsibilities - Carl handled his entire responsibilities admirably. A steering committee was formed to
    oversee the implementation process as a whole. There were responsibilities assigned. It is much easier to detect
    hazards and seek to mitigate them when using monitoring and steering committees.
    • Minimum interference - Carl was given complete freedom in the implementation. This helped in making quick
    and efficient decisions.
    • Quality of team - There were full efforts to choose the right project team, and there were consistent efforts of
    proper communication
    Ques. 3 - What is your overall assessment of Tektronix’s ERP implementation?
    Answer –
     Implementing in stages: This meant that if there are any changes required or software is available then it can be
    easily implemented.
     Vendor selection: At the time of vendor selection, they didn’t take lot of time and went with Oracle for there
    ERP requirements. This saved time and money.
     Plain vanilla strategy adopted: They would minimize the changes to software. They would rather change the
    business process instead. The software was only changed if package simply couldn’t execute the process or
    when non-vanilla approach constitutes a key competitive advantage for the company.
     Employee satisfaction: There was high satisfaction among the end users.
     Standardization: There were 3 business fronts and thus there was some level of standardization was expected
    and there was a requirement of these 3 business to be maintained separately.
     Consultant hired: Two types of consultants were hired one for critical work (Aris Consultant) and one more less
    paid one for the lesser functionalities.
    Improvement after ERP implementation -

     Day Sales Outstanding and inventory levels show improvement


     Inventory visibility improved regardless of its global location
     Same day shipments increase from 15% to 75%
     Prior 24-hour credit approval wait virtually eliminated
     Data integration allowed financial analysts to drill down multi-level in accounts
     Financial book closing process accelerated (earlier it was 2 weeks)
     Information leveraged to make better decisions
     Reporting on sales become more
     Satisfied end users
     High employee morals and satisfaction
     Feeling of “ERP as an enabler” irrespective of the project cost incurred is optimistic
    ERP System Architecture
    THANKYOU
    Group No. 3
    2021135 - Anish Dessai
    2021136 - Anjitha Ann K
    2021137 - Anmol Shukla
    2021138 - Anubhuti Chourasia
    2021139 - Anuj Dhond

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