Integrating Processes in Manufacturing Case Study

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Winning the Bet1The problems IGT faced before implementation of the ERP system was coordinating information. For example, when department managers wanted to obtain data on an order, they had to scrap together the pieces of data from a variety of different units because it was not all compiled into one integrated system. There were sets of data pertaining to sales to customers that needed to be accessed, information about what machines were being produced and the status of payments also needed to be accessed by the accounting department—so there were quite a few different areas that needed to be compiled for easier dissemination (Winning the Bet, 2014, p. 104). The fact that all of this information was kept in different locations was particularly troublesome for the accounting department which took 2 weeks just to close the books because it had to track down all the information from various departments. Something needed to be done to make the process more efficient.2The new system helps to control processes by making all units integrated into one system where information is collected and available via the ERP system.

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By integrating product development with manufacturing and finance, the new system allowed for better estimates and…

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…parts were being manufactured at which plant location. This was helpful for internal operations, and the old system’s integration into the new system allowed for a complete and total change management process to be completed with the old still being used when needed but also being subsumed and now subsisting in the new system. Any change management process that is able to overcome as many resistance points as this operation could have potentially faced would have to be viewed as a success, as change management is so sensitive to the old ways of doing things (Hornstein, 2015), and this was not….....

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