Thank you for your interest and continued support.
This is Takahashi from the Marketing Plan Research Laboratory.
I imagine there are various reasons that prompt companies to consider implementing a system.
・Increased workload due to a rise in order volume
・Increased workload due to staff reductions
・Increased workload due to the need for individualized support for each client
・Increased workload due to a growing product lineup
・Aging of the current system and lack of maintenance personnel
・Expiration of the current system (support period, lease term)
・Pressure from clients and banks to upgrade
・Need to adapt to changes in laws and regulations
・Relocation, acquisition, or merger
Regardless of the specific trigger or reason for implementing a new system,
since you are going to the trouble of implementing or upgrading a system,
we recommend conducting a “business process review” at that time.
・Who is doing what, and for what purpose?
・Are there rules governing that task?
・Are there any tasks that are hidden from view?
・Are there instances of over-purchasing or excessive discounts?
・Is the accuracy of delivery date estimates appropriate?
・Are work metrics (costs, labor hours, etc.) being tracked appropriately?
・Is too much time being spent on internal communication and coordination?
As noted above, issues can vary widely and become complex depending on the company,
it’s a good idea to start by
.
There is no need to use special tools or software.
I believe any CEO can do this with just a large sheet of paper and a pen.
Sometimes, questions arise that seem like nitpicking, but
but if you explain to your employees that “we’re updating our systems, so we need to take a comprehensive look at everything in the company to ensure those costs aren’t wasted,”
—explaining it this way to employees will help them understand.
Since we’re at it, let’s use the system upgrade as an excuse to ask those difficult questions we’ve been hesitant to bring up.
That's all, Thank you for reading.
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