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ERP Check List for Quick Implementaions

August 21, 2008

1-1 Audit/assessment I conducted with participation by top management, operating management, and an outside consultant with Class A experience.

Complete Within 2 – 3 Weeks

1-2. The general manager. key staff members, and key operating managers have attended first-cut education.

1-3. Vision statement and cost justification prepared on a joint-venture basis, with both top management and operating management from all involved functions participating, and approved by general manager.

1-4. Written project charter created and formally signed off by all executives and managers participating in the justification process, citing urgency as a key element in the Quick-Slice implementation process.

1-5. Slice product’s) selected.

1-6. Full-time project leader selected from a key management role in an operating department.

1-7. Torchbearer identified and formally appointed.

I-9. Project team formed, consisting of key people who will be directly involved in the slice.

1-9. Executive steering committee formed, consisting of the general manager, all staff members. and the project leader.

1-10. Project team meeting at least twice per week, and executive steering committee meeting at least twice per month.

1-11. Outside consultant. with Class A ER P/ MRP II experience, retained and on-site at least three or four days per month.

I-12. Detailed performance goals established, linking directly back to each of the benefits specified in the cost/benefit analysis.


Key members of project team to out-sider-led ERP class ‘those who have not yet attended, if any)

2-2. Accelerated series of business meetings conducted for project team.

2-2. Process definition statements completed for all processes to be impacted by Quick Slice.

2-2. Software decision made; software and necessary new hardware installed.

2-2. Detailed project schedule established by the project team. naming names, dates, and showing completion of Quick-Slice project in less than five months.

2-6. Detailed project schedule being updated at least twice weekly at project team meetings, with status being reported at each meeting of the steering committee.

2-2. Sales & Operations Planning process initiated.


3-1. Series of business meetings conducted for steering committee.

3-2. Series of business meetings conducted by project team people for all other persons involved with the slice.

3-3. Enthusiasm. tea in work, and a sense of ownership becoming visible throughout all groups involved in the slice.

3-4. Inventory record accuracy. including scheduled receipts and allocations, at 95 percent or better for all slice items.

3-5. All slice bills of material at least 98 percent accurate. properly structured, and sufficiently complete for ERR

3-6. All item data for slice products and components, plus any necessary work center data, complete and verified for reasonableness.


4-1. Executive steering committee authorization to implement master scheduling (MS) and Material Requirements Planning (MRP) on the slice products and components.

4-2. Master scheduling and MRP operating properly.

4-3. Plant schedules, and kanban where appropriate. in place and operating properly for the slice items.

4-4. Feedback links (anticipated delay reporting) in place for both plant and purchasing.


5-1. Suppliers cut over to supplier scheduling as practical.

5-2. Performance measurements in place and being reviewed carefully by the steering committee and project team.

5-3. Audit/assessment II completed; next Quick Slice or other improvement initiative now underway.

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