Bombardier Case Preparation Essay

Bombardier is a self-made teleph one and only(a)r in the transportation industry. Bombardier has two divisions The Aerospace and Transportation divisions.Bombardier Aerospace is the third largest occasion and manufacturer of commercial aircraft in the world, and one of the leading producers of regional aircraft. The company encountered virtually challenges because of the companys growth strategy by acquisition.The of import problem was communication problems among establishments which were different for each acquired company because Bombardier Aerospace became a standard silo arrangement after acquiring with other companies. Addition to this problem, low visibleness of inventory and lack of integration between its legacy systems was also authorised problem to the company.Symptoms of the problem were lick delays, sequential activities, low inventory turns, provider proliferation and price inconsistency, and multiple Bills of Material (BOM).The company found a antecedent fo r this problem that changing Bombardier Manufacturing System (BMS) which was the group of IT applications to live manufacturing activities to an Enterprise election supply (ERP) system. First ERP carrying into action After $130million spent, first ERP implementation give up mid- picture in 2000. Failure of this attemptFocusing the implementation on conflicting business processes An outdated company visionA weak sponsorship precedentInsufficient involvement of internal employees.Employing too many consultants who having a modified knowledge of the business to assist in the project. Second ERP Implementation (BMIS) control In 2001, a group of senior managers authored a project for the BMIS in order to establish a new integrated manufacturing system. BMIS was the first project to realize a wider ERP strategy and a vision of an integrated organization, one company. It would support Bombardier Aerospaces operations would focus on the processes that supporting manufacturing, proc urement, pay and the engineering data to support these processes.Issues encountered by Training Lack of process documentation or system functionality for trainers 3rd party consultants prepared teach materialLack of substance ab drug user friendly, understandable dressing materialsLack of prep to employees about necessity of training Lack of focusing on the mappings (e-learning module) uncompleted and somewhat wrong data for trainingLack of explanation of the wider role & consequences of BMIS. Shorter training time than what was plannedIssues encountered after Go Live troika weeks shutdown to implement new systemLack of knowledge of users new responsibilities and roles Blaming new system when encountered problem didnt adjudicate in a short period of time by support staff Availability of nonagenarian system (some managers encouraged employees to use old system) Lack of implementing General LedgerNot using reporting functionality by managersBMIS was delivered on time and below budget.After Go Live some issues considered and inadequate areas improved Initial training supported with additional courses and training material. Day in the Life training documents developed by focusing team and these documents improved users attitude toward the system. Saint Laurent Implementation After second implementation Mirabel project, some of the issues were solved and improved. The important of user preparation was well recognized.Managers of the Saint-Laurel plant were convinced to own this project. Everybody in the organization got assured about every phase and details of the project. Communication among employees and heed for the project got better. Users understood the changes introduced by the new processes. Attendance for the training became priority.Users informed about their roles and responsibilities before deploying the new system.Recommendation Bombardier needs to apply the shell ERP implementation practices which includes Understanding of the project by m anagement and users Bombardier did it on Saint-Laurel project. Planning project Bombardier made schedule for all project and applied on their project. Training Giving training to users before implementing the new system, and continuing training after implementation to make users to understand new system well. utilise mapping data techniques and conduct pilot runs and testing simulations Bombardiers implemented ERP system on one site at the time.