ERP should integrate all departments and functions across a company onto a single computer system that can serve all those departments’ particular needs which runs off a single database so that the various departments can more easily share information and communicate with each other.
As we know the ERP computerizes all departments & functions across the company, Infact we have gone way beyond this philosophy & have tailored ISO requirements in the ERP which on its own handles the ISO implementation & brings companies to certification standards or maintains ISO status. Hence we claim it as a 3rd generation ERP i.e. an “ISO ERP”. We have Trade marked our products as Manreqa™. This is an “ISO ERP”.
We achieve Painless ISO certification & maintenance because along with the day-to-day data entry, ISO is by default taken care off. The Manreqa™ an ISO ERP, achieves ISO certification, maintenance ISO & Computerizes Business all these three happens in one go.
Manreqa® is integrated with Tally ERP 9, there fore our customer enjoys 1) ISO by default & 2) accounts transaction by default. From Manreqa® ISO ERP the transactions for invoices, Supplier GRN's, Vendor GRN's, Direct GRN's, Customer Payment, Supplier/Vendor Payments are seamlessly transacted.
Manreqa™ an ISO ERP computerizes departments that are Administration Control, Marketing, Contract / Order Receipts, Purchasing, Stores, Inventory, Production, Process Control, Raw Material & Product Inspections, Quality Assurance, Machine Maintenance, Sales Systems, Masters, Non Conformance Systems, Exhaustive Reports, Tracing & Retracing etc.
The implementation of Software & attaining ISO is just a cool activity because training on ISO, data flow & its entry goes both hand in hand, which simplifies both ERP & ISO implementation & hence we save time, money & more importantly the ISO knowledge is free because it is gained while entering & reading the Data’s. Our trainers are ISO consultants & ISO ERP trained professionals.
The Manreqa™ an ISO ERP is Designed, Developed, & Tested by us (to know about us click here). The Manreqa™ an ISO ERP comes in a standard products meant for specific business systems with various categories of each product.
The Manreqa™ an “ISO ERP’s” & are implemented in almost all engineering sectors. The companies which are using our software are certified by almost all reputed certification bodies.
Some notes on ERP’s
What is ERP?
What is ERP?
How can ERP improve a company's business performance?
What will ERP fix in my business?
What are the hidden costs of ERP?
When will I get payback from ERP—and how much will it be?
Why do ERP projects fail so often?
How to term the ERP is successful?
Stages of ERP Implementation?
Enterprise resource planning software, or ERP, doesn’t live up to its acronym. Forget about planning—it doesn’t do much of that—and forget about resource, a throwaway term. But remember the enterprise part. This is ERP’s true ambition. The software attempts to integrate all departments and functions across a company onto a single computer system that can serve all those departments’ particular needs.
Building a single software program that serves the needs of people in finance as well as it does the people in human resources and in the warehouse is a tall order. Each of those departments typically has its own computer system optimized for the particular ways that the department does its work. But ERP combines them all together into a single, integrated software program that runs off a single database so that the various departments can more easily share information and communicate with each other.
That integrated approach can have a tremendous payback if companies install the software correctly.
Take a customer order, for example. Typically, when a customer places an order, that order begins a mostly paper-based journey from inbox to inbox throughout the company, often being keyed and rekeyed into different departments’ computer systems along the way. All that lounging around in inbox causes delays and lost orders, and all the keying into different computer systems invites errors. Meanwhile, no one in the company truly knows what the status of the order is at any given point because there is no way for the finance department, for example, to get into the warehouse’s computer system to see whether the item has been shipped. "You’ll have to call the warehouse" is the familiar refrain heard by frustrated customers.
ERP vanquishes the old standalone computer systems in finance, HR, manufacturing and the warehouse, and replaces them with a single unified software program divided into software modules that roughly approximate the old standalone systems. Finance, manufacturing and the warehouse all still get their own software, except now the software is linked together so that someone in finance can look into the warehouse software to see if an order has been shipped. Back in the ‘90s ERP was developed as a tightly integrated monolith, but most vendors’ software has since become flexible enough that you can install some modules without buying the whole package. Many companies, for example, will install only an ERP finance or HR module and leave the rest of the functions for another day.
How can ERP improve a company's business performance?
ERP’s best hope for demonstrating value is as a sort of battering ram for improving the way your company takes a customer order and processes that into an invoice and revenue—otherwise known as the order fulfillment process. That is why ERP is often referred to as back-office software. It doesn’t handle the up-front selling process (although most ERP vendors have recently developed CRM software to do this); rather, ERP takes a customer order and provides a software road map for automating the different steps along the path to fulfilling the order. When a customer service representative enters a customer order into an ERP system, he has all the information necessary to complete the order (the customer’s credit rating and order history from the finance module, the company’s inventory levels from the warehouse module and the shipping dock’s trucking schedule from the logistics module, for example).
That, at least, is the dream of ERP. The reality is not so rosy.
People in these different departments all see the same information and can update it. When one department finishes with the order it is automatically routed via the ERP system to the next department. To find out where the order is at any point, you need only log in to the ERP system to track it down. With luck, the order process moves like a bolt of lightning through the organization, and customers get their orders faster and with fewer errors than before. ERP can apply that same magic to the other major business processes, such as employee benefits or financial reporting.
Let’s go back to those inboxes for a minute. That process may not have been efficient, but it was simple. Finance did its job, the warehouse did its job, and if anything went wrong outside of the department’s walls, it was somebody else’s problem. Not anymore. With ERP, the customer service representatives are no longer just typists entering someone’s name into a computer and hitting the return key. The ERP screen makes them businesspeople. It flickers with the customer’s credit rating from the finance department and the product inventory levels from the warehouse. Did the customer pay for the last order yet? Will we be able to ship the new order on time? These are decisions that customer service representatives have never had to make before, and the answers affect the customer and every other department in the company. But it’s not just the customer service representatives who have to wake up. People in the warehouse who used to keep inventory in their heads or on scraps of paper now need to put that information online. If they don’t, customer service reps’ screens will show low inventory levels and reps will tell customers that the requested item is not in stock. Accountability, responsibility and communication have never been tested like this before.
People don’t like to change, and ERP asks them to change how they do their jobs. That is why the value of ERP is so hard to pin down. The software is less important than the changes companies make in the ways they do business. If you use ERP to improve the ways your people take orders and manufacture, ship and bill for goods, you will see value from the software. If you simply install the software without trying to improve the ways people do their jobs, you may not see any value at all—indeed, the new software could slow you down by simply replacing the old software that everyone knew with new software that no one does.
What will ERP fix in my business?
There are five major reasons why companies undertake ERP.
- Integrate financial information—;As the CEO tries to understand the company’s overall performance, he may find many different versions of the truth. Finance has its own set of revenue numbers, sales has another version, and the different business units may each have their own version of how much they contributed to revenue. ERP creates a single version of the truth that cannot be questioned because everyone is using the same system.
- Integrate customer order information—;ERP systems can become the place where the customer order lives from the time a customer service representative receives it until the loading dock ships the merchandise and finance sends an invoice. By having this information in one software system, rather than scattered among many different systems that can’t communicate with one another, companies can keep track of orders more easily, and coordinate manufacturing, inventory and shipping among many different locations simultaneously.
- Standardize and speed up manufacturing processes—;Manufacturing companies—especially those with an appetite for mergers and acquisitions—often find that multiple business units across the company make the same widget using different methods and computer systems. ERP systems come with standard methods for automating some of the steps of a manufacturing process. Standardizing those processes and using a single, integrated computer system can save time, increase productivity and reduce headcount.
- Reduce inventory—;ERP helps the manufacturing process flow more smoothly, and it improves visibility of the order fulfillment process inside the company. That can lead to reduced inventories of the materials used to make products (work-in-progress inventory), and it can help users better plan deliveries to customers, reducing the finished good inventory at the warehouses and shipping docks. To really improve the flow of your supply chain, you need supply chain software, but ERP helps too.
- Standardize HR information—;Especially in companies with multiple business units, HR may not have a unified, simple method for tracking employees’ time and communicating with them about benefits and services. ERP can fix that.
What are the hidden costs of ERP?
Although different companies will find different land mines in the budgeting process, those who have implemented ERP packages agree that certain costs are more commonly overlooked or underestimated than others. Armed with insights from across the business, ERP pros vote the following areas as most likely to result in budget overrun.
When will I get payback from ERP—and how much will it be?
- Training—Training is the near-unanimous choice of experienced ERP implementers as the most underestimated budget item. Training expenses are high because workers almost invariably have to learn a new set of processes, not just a new software interface. Worse, outside training companies may not be able to help you. They are focused on telling people how to use software, not on educating people about the particular ways you do business. Prepare to develop a curriculum yourself that identifies and explains the different business processes that will be affected by the ERP system. One enterprising CIO hired staff from a local business school to help him develop and teach the ERP business-training course to employees. Remember that with ERP, finance people will be using the same software as warehouse people and they will both be entering information that affects the other. To do this accurately, they have to have a much broader understanding of how others in the company do their jobs than they did before ERP came along. Ultimately, it will be up to your IT and businesspeople to provide that training. So take whatever you have budgeted for ERP training and double or triple it up front. It will be the best ERP investment you ever make.
- Integration and testing—Testing the links between ERP packages and other corporate software links that have to be built on a case-by-case basis is another often-underestimated cost. A typical manufacturing company may have add-on applications from the major—e-commerce and supply chain—to the minor—sales tax computation and bar coding. All require integration links to ERP. You’re better off if you can buy add-ons from the ERP vendors that are pre-integrated. If you need to build the links yourself, expect things to get ugly. As with training, testing ERP integration has to be done from a process-oriented perspective. Veterans recommend that instead of plugging in dummy data and moving it from one application to the next, you should run a real purchase order through the system, from order entry through shipping and receipt of payment—the whole order-to-cash banana—preferably with the participation of the employees who will eventually do those jobs.
- Customization—Add-ons are only the beginning of the integration costs of ERP. Much more costly, and something to be avoided if at all possible, is actual customization of the core ERP software itself. This happens when the ERP software can’t handle one of your business processes and you decide to mess with the software to make it do what you want. You’re playing with fire. The customizations can affect every module of the ERP system because they are all so tightly linked together. Upgrading the ERP package—no walk in the park under the best of circumstances—becomes a nightmare because you’ll have to do the customization all over again in the new version. Maybe it will work, maybe it won’t. No matter what, the vendor will not be there to support you. You will have to hire extra staffers to do the customization work, and keep them on for good to maintain it.
- Data conversion—It costs money to move corporate information, such as customer and supplier records, product design data and the like, from old systems to new ERP homes. Although few CIOs will admit it, most data in most legacy systems is of little use. Companies often deny their data is dirty until they actually have to move it to the new client/server setups that popular ERP packages require. Consequently, those companies are more likely to underestimate the cost of the move. But even clean data may demand some overhaul to match process modifications necessitated—or inspired—by the ERP implementation.
- Data analysis—Often, the data from the ERP system must be combined with data from external systems for analysis purposes. Users with heavy analysis needs should include the cost of a data warehouse in the ERP budget—and they should expect to do quite a bit of work to make it run smoothly. Users are in a pickle here: Refreshing all the ERP data every day in a big corporate data warehouse is difficult, and ERP systems do a poor job of indicating which information has changed from day to day, making selective warehouse updates tough. One expensive solution is custom programming. The upshot is that the wise will check all their data analysis needs before signing off on the budget.
- Consultants ad infinitum—When users fail to plan for disengagement, consulting fees run wild. To avoid this, companies should identify objectives for which its consulting partners must aim when training internal staff. Include metrics in the consultants’ contract; for example, a specific number of the user company’s staff should be able to pass a project-management leadership test—similar to what the consultants have to pass to lead an ERP engagement.
- Replacing your best and brightest—It is accepted wisdom that ERP success depends on staffing the project with the best and brightest from the business and its divisions. The software is too complex and the business changes too dramatic to trust the project to just anyone. The bad news is a company must be prepared to replace many of those people when the project is over. Though the ERP market is not as hot as it once was, consultancies and other companies that have lost their best people will be hounding yours with higher salaries and bonus offers than you can afford—or that your HR policies permit. Huddle with HR early on to develop a retention bonus program and create new salary strata for ERP veterans. If you let them go, you’ll wind up hiring them—or someone like them—back as consultants for twice what you paid them in salaries.
- Implementation teams can never stop—Most companies intend to treat their ERP implementation as they would any other software project. Once the software is installed, they figure the team will be scuttled, and everyone will go back to his or her day job. But after ERP, you can’t go home again. The implementers are too valuable. Because the implementers have worked so closely with ERP, they know more about the sales process than the salespeople and more about the manufacturing process than the manufacturing people. Companies can’t afford to send their project people back into the business because there’s so much to do after the ERP software is installed. Just writing reports to pull information out of the new ERP system will keep the project team busy for a year at least. And it is in analysis—and, one hopes, insight—that companies make their money back on an ERP implementation. Unfortunately, few QA departments plan for the frenzy of post-ERP installation activity, and fewer still build it into their budgets when they start their ERP projects. Many are forced to beg for more money and staff immediately after the go-live date, long before the ERP project has demonstrated any benefit.
- Waiting for ROI—One of the most misleading legacies of traditional software project management is that the company expects to gain value from the application as soon as it is installed, while the project team expects a break and maybe a pat on the back. Neither expectation applies to ERP. Most of the systems don’t reveal their value until after companies have had them running for some time and can concentrate on making improvements in the business processes that are affected by the system. And the project team is not going to be rewarded until their efforts pay off.
- Post-ERP depression—ERP systems often wreak cause havoc in the companies that install them. In a recent Deloitte Consulting survey of 64 Fortune 500 companies, one in four admitted that they suffered a drop in performance when their ERP system went live. The true percentage is undoubtedly much higher. The most common reason for the performance problems is that everything looks and works differently from the way it did before. When people can’t do their jobs in the familiar way and haven’t yet mastered the new way, they panic, and the business goes into spasms.
Don’t expect to revolutionize your business with ERP. Its contribution is optimizing the way things are done internally rather than with customers, suppliers or partners. Again, value depends on ambition. If ERP is the focus of an effort to bring dramatic improvements to the way a company does business, it will bring more value than if the project is treated as a simple systems replacement. And even if ERP does bring dramatic change, because it affects mostly existing "back office" processes such as order management rather than creating new revenue opportunities, the bottom-line value may not be much. Veterans say ERP is more a cost of doing business to make the company operate more efficiently than something that offers dramatic payback. And most veterans say it takes six months or more to get the new systems and processes running up to snuff. A Meta Group study of 63 companies a few years ago found that it took eight months after the new system was in (31 months total) to see any benefits. The median annual savings from the new ERP system were $1.6 million—pretty modest, considering that ERP projects at big companies can cost $50 million or more.
Why do ERP projects fail so often?
At its simplest level, ERP is a set of best practices for performing the various duties in the departments of your company, including in finance, manufacturing and the warehouse. To get the most from the software, you have to get people inside your company to adopt the work methods outlined in the software. If the people in the different departments that will use ERP don’t agree that the work methods embedded in the software are better than the ones they currently use, they will resist using the software or will want IT to change the software to match the ways they currently do things. This is where ERP projects break down.
Political fights erupt over how—or even whether—the software will be installed. IT gets bogged down in long, expensive customization efforts to modify the ERP software to fit with powerful business barons’ wishes. Customizations make the software more unstable and harder to maintain when it finally does come to life. The horror stories you hear in the press about ERP can usually be traced to the changes the company made in the core ERP software to fit its own work methods. Because ERP covers so much of what a business does, a failure in the software can bring a company to a halt, literally.
But IT can fix the bugs pretty quickly in most cases, and besides, few big companies can avoid customizing ERP in some fashion—every business is different and is bound to have unique work methods that a vendor cannot account for when developing its software. The mistake companies make is assuming that changing people’s habits will be easier than customizing the software. It’s not. Getting people inside your company to use the software to improve the ways they do their jobs is by far the harder challenge. If your company is resistant to change, then your ERP project is more likely to fail.
How to term ERP is successful?
With out customization, if the ERP is able to absorb all the data’s generated in the company with out looking at some small section of systems left out in the ERP, meaning that if the ERP at 1st implementation is able to absorb 80% of the data then ERP could be considered as successful.
Stages of ERP Implementation.
The First stage of ERP is to dump all the data of a department or a function. It is incorrect to see at this stage to see the data output as desired by you. Also you could witness some 20 of data dumping is balance during this stage.
Second stage is to computerize the remaining 20% which are left out during the first stage.
Third stage is to look for the data out, decision making systems, Critical data etc,