Tag Archive: systems pragmatist

Should You Upgrade Your ERP System?

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Since I’ve been working on several ERP selection and design projects lately, it has reminded me of how challenging these projects can be. It is no wonder 80% of them fail! There are countless details, complex designs, cross-functional and cross-organizational collaboration required and varying skills and leadership styles required to survive, let alone thrive. Thus, it made me think about ERP system goals. When should you upgrade/implement an ERP system? Support growth: No matter how lovely QuickBooks reports look and how easy it is to use, it will not support profitable and rapid growth in manufacturing over the long haul. QuickBooks…
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System Strategies to Kick Off a New Year

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Since I work with clients ranging in size from small, family-owned businesses to multi-billion dollar corporations, industries ranging from aerospace to building products to value-add distribution and on topics ranging from growth to service level improvement to increasing business performance, I have the opportunity to see countless businesses — and what works and what doesn’t work.   It seems like a great time to share what is important as we head into a new year, new quarter or even new day. There is always opportunity to take that critical step towards success.   From a systems standpoint, here a few of…
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The Value of Process Flow

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When the idea of The Systems Pragmatist service line popped to mind, I was thinking about the critical importance of systems and processes.  I had just left a strategy session with the former head of HR from Cisco, and she gave me a new respect for the value of process flows. Previous to that session, I saw them as just an assumed part of the process. It was great to gain a new appreciation for one of my strengths!   Thus, I thought I’d share the value of process flows. As much as we think we know our processes, we…
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Systems Pragmatist: Connecting Processes, Systems, Company Objectives

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When applying my Systems Pragmatist viewpoint to analyzing manufacturing processes and systems, I revisit the fundamentals as they are essential to delivering bottom line business results. Those clients who want to skip over the “hard work” of defining and improving processes and leveraging systems are destined to failure whereas those who take the time to ensure that these bedrock concepts are in place thrive. Undoubtedly, I find the key to success to be in connection points. Is your process documented? It’s amazing how often clients should start here.  By understanding your current process, opportunities for improvement jump out!  Do your processes…
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