Bombardier
ERP
After acquiring a few companies, Bombardier Aerospace was now faced with the challenge of how to align the operations of these companies who all had different sets of data, processes and systems. Major areas of concern were process delays, low inventory turn, inconsistent pricing and billing of materials among others. Bombardier introduced the Enterprise Resource Planning (ERP) into its aerospace division with a vision to achieve higher efficiency in manufacturing and also to significantly save cost.
To assess the performance of this IT project, Bombardier Aerospace needs to consider the following six variables which are interdependent as far as success or failure is concerned.
System Quality examines the desirable characteristics of an information system. These may include ease of use, system flexibility, system variability and ease of learning. If we take a look at the first phase of the project which was carried out at the Mirabel Plant, we realize that this element of system quality is not very solid. There were complaints from users with regards to the IT system. Problems were encountered after the Go Live and as a result, several users were still using legacy systems for some aspects of their work. In the second phase at the Saint-Laurent plant, we realize that after robust measures were put in place, they achieved data accuracy of 97 percent.
The second variable to consider is Information Quality. This examines the desirable qualities of the system output such as its relevance, understandability, currency, timeliness and usability. The methods employees encountered delays in modifying bills of materials. Also, it took some time before they could understand what information the newly formed Master Data group required of them. This tells us that Information Quality was poor in the first phase of ERP implementation.
As far as the Use of the IT project is concerned, Bombardier Aerospace needs to look at the degree and manner in which staff and users
After acquiring a few companies, Bombardier Aerospace was now faced with the challenge of how to align the operations of these companies who all had different sets of data, processes and systems. Major areas of concern were process delays, low inventory turn, inconsistent pricing and billing of materials among others. Bombardier introduced the Enterprise Resource Planning (ERP) into its aerospace division with a vision to achieve higher efficiency in manufacturing and also to significantly save cost.
To assess the performance of this IT project, Bombardier Aerospace needs to consider the following six variables which are interdependent as far as success or failure is concerned.
System Quality examines the desirable characteristics of an information system. These may include ease of use, system flexibility, system variability and ease of learning. If we take a look at the first phase of the project which was carried out at the Mirabel Plant, we realize that this element of system quality is not very solid. There were complaints from users with regards to the IT system. Problems were encountered after the Go Live and as a result, several users were still using legacy systems for some aspects of their work. In the second phase at the Saint-Laurent plant, we realize that after robust measures were put in place, they achieved data accuracy of 97 percent.
The second variable to consider is Information Quality. This examines the desirable qualities of the system output such as its relevance, understandability, currency, timeliness and usability. The methods employees encountered delays in modifying bills of materials. Also, it took some time before they could understand what information the newly formed Master Data group required of them. This tells us that Information Quality was poor in the first phase of ERP implementation.
As far as the Use of the IT project is concerned, Bombardier Aerospace needs to look at the degree and manner in which staff and users