This caused data entry errors, higher costs and 'dirty data'.
Management at Geneva realised that such problems existed in their company which led to their belief that they needed a "common, integrated company-wide solution to improve data and reduce costs". Enterprise Resource Planning ERP systems integrate or attempt to integrate all data and processes of an organisation into a unified system www.
Phase One The main aim of this phase was to reduce the cost of operations. However, despite such suitable objectives many key problems occurred. There was little communication or co-ordination amongst the team implementing the system which is clearly a recipe for disaster and it was actually necessary to bring in a new CIO in order to provide the project with better leadership.
As witnessed in the London Stock Exchange it is very difficult to implement changes if you fail to consider organisational feasibility and fail to communicate effectively Taurus v Crest and it is likely that this contributed to these problems. Another major decision and, ultimately, a problem at this stage is the fact that Accelerated SAP ASAP was chosen due to its promise of a short implementation cycle of only 6 months.
This appears to be a valid decision because any company would want their systems to be running as quickly as Geneva pharmaceuticals and erp implementation in order to reap the maximum benefits however, 4 months down the line very little progress had been made; Geneva was therefore well behind schedule and this could have knock-on effects for future stages.
The following quote appears to embody the thought process at Geneva: By considering such an attitude it is easy to see why problems occurred because by trying to do things too quickly one can fail to notice areas which are actually struggling. Finally, at this stage it emerged that the new system provided Geneva with problems that had not existed within the original system.
This was a major blow because the system was designed to be better and more efficient than its predecessor, not worse and after so much time and money had been spent on the system it is reasonable to expect it to carry out its function properly.
Phase Two A key point to note at this phase is the fact that it was far more challenging than the previous phase due to the complex nature that Geneva used in dealing with customer orders, rebates and chargebacks. Due to this, a decision was made to change those managing the project as the first phase had suffered from so many set backs.
On top of this, Anna Bourgeois was assigned the overall responsibility for this phase due to her extensive knowledge in this field. Another point that was raised at this stage was the conceptual design of the system in which thirteen areas for improvement were highlighted with four emerging repeatedly.
This stage was carried out by the key users who were most knowledgeable with the existing processes with help from Oliver White. The use of expertise here was important to ensure that the best design possible was established.
To further this point, prototypes were used to test these emerging areas of conceptual design against any emerging problems.
Also, in this phase a lot of attention was paid to the management of change in relation to the staff and training. This process was taken extremely seriously with posters, surveys and even a telephone line implemented for staff to call in relation to their worries.
Further, three full weeks were devoted to training. This point of the project was undertaken meticulously possibly, with a little too much emphasis. Phase Three A key decision of this phase was the fact that they reinstated the project manager from phase one.
This could be seen as a problem as in phase one there were problems relating to communication, co-ordination and time scale. A key benefit of ERP systems highlighted in this phase is they can save a lot of time. Further, at the time of this case SAP brought out a new module - Advanced Purchase Optimiser which combined with SOP would answer the unique business needs of the company.
Conclusion In conclusion, there are a number of things we can learn from this ERP implementation. Firstly, it is necessary to have the correct people on board from the start as Geneva had to implement personnel changes during the project and ERP is as much about people as it is about systems.
It is also necessary to have a realistic view of the time frame required as phase 1 ran over schedule which had knock-on effects for the other stages and staff are likely to be demotivated if they are continually told different finishing dates.Good Manufacturing Practices (GMP) refers to an organization’s ability to ensure that products are consistently produced and controlled to appropriate quality standards in the production of foods, pharmaceutical products, and medical devices.
Abstract. Faced with intense competition in the generics drugs industry, eroding margins, and continuous price pressures, Geneva Pharmaceuticals, the North American subsidiary of Novartis International AG, made a bold, multi-million dollar decision to reengineer all its demand and supply processes using the SAP R/3 system.
I have more than 16 Years of experience in Information Technology for Business System’s Analysis, Study, Project Implementation, Management & training. I have completed number of successful projects in implementations of ERP and timberdesignmag.comry: Pharmaceuticals.
workforce, the implementation and use of an ERP system requires the cooperation of a large spectrum of professionals, ranging from medical practitioners, such as doctors, nurses and laboratory assistants, to groups that provide non-medical services, such as hospital managers.
Enterprise Resource Planning -ERP Kevin Cowell Natthawut Lertpitayakun Isabelle Mertha Xiaoguang You What is ERP? The practice of consolidating an enterprise’s planning, manufacturing, sales and marketing efforts into one management system.1 Combines all databases across departments into a single database that can be accessed by all employees.2 ERP automates the tasks involved in .
Companies in which SAP ERP is implemented • Torrent Pharmaceuticals Limited - Ahmedabad, Gujarat, (The implementation project is in process and scheduled Go-live is in List of companies using SAP ERP.
Intas Pharmaceuticals Ltd Drive India Ltd GTN Textiles Ltd Johnson & Johnson Ltd.