Nibco's "Big Bang"

IF 1.7 Q3 COMPUTER SCIENCE, INFORMATION SYSTEMS
Carol V. Brown, I. Vessey
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引用次数: 94

Abstract

NIBCO, Inc., a mid-sized manufacturer of valves and pipe fittings headquartered in the U.S. with $460 million annual revenues, implemented SAP R/3 across its 10 plants and 4 new distribution centers with a Big Bang approach in December 1997. NIBCO management agreed with the Boston Consulting Group recommendation to "cut loose" from its existing legacy systems and replace them with common, integrated systems for finance, materials management, production, and sales/distribution, such as offered in the ERP packages of major vendors by the second half of the 1990s. However, the company leaders chose not to heed the advice of their consultants, or the current trade press, about taking a slower, phased-in approach. Instead, they developed plans for a Big Bang implementation of all modules (except HR) with a $17 million budget and a project completion date 15 months later that allowed for only a 30-day grace period. The project is led by a triad of NIBCO managers with primary accountabilities for business process, IT, and change management. The case describes the legacy IT environment, the ERP purchase and implementation partner choices, the selection and composition of what came to be called the TIGER team, the workspace design for the project team (TIGER den), the key issues addressed by each project sub-team, the incentive scheme, and the complexity added by a distribution center consolidation initiative that runs behind schedule. The case story ends shortly after the Go Live date, with the project leaders replaying their warnings to the executive team about initial dips in productivity and profits. Editor’s Note: This case was the winner of Best Teaching Case award at the International Conference on Information Systems, 2000 that was held December 11-13 in Brisbane Australia. This article will also be published in: Martin, E.W., C.V. Brown, D.W. DeHayes, J.A. Hoffer, and W.C. Perkins. Managing Information Technology, 4th edition, Prentice Hall, 2001.
尼伯科的“生活大爆炸”
美国尼伯科公司是一家中型阀门和管件制造商,总部位于美国,年收入4.6亿美元,于1997年12月在其10个工厂和4个新的配送中心实施了SAP R/3。NIBCO管理层同意Boston Consulting Group的建议,从现有的遗留系统中“摆脱”,用通用的、集成的财务、材料管理、生产和销售/分销系统来取代它们,例如在20世纪90年代后半期主要供应商提供的ERP包。然而,公司领导人选择不听从顾问的建议,也不听从当前行业媒体关于采取缓慢、分阶段的方法的建议。相反,他们制定了一项计划,将所有模块(人力资源除外)的预算调整为1700万美元,项目完成日期为15个月后,只允许30天的宽限期。该项目由NIBCO的三个管理人员领导,他们主要负责业务流程、IT和变更管理。这个案例描述了遗留的IT环境、ERP采购和实施伙伴的选择、后来被称为TIGER团队的选择和组成、项目团队的工作空间设计(TIGER den)、每个项目子团队解决的关键问题、激励方案,以及由于配送中心合并计划落后于计划而增加的复杂性。这个案例故事在Go Live日期之后不久就结束了,项目负责人向执行团队重述了他们对生产力和利润最初下降的警告。编者注:这个案例在2000年12月11-13日在澳大利亚布里斯班举行的国际信息系统会议上获得了最佳教学案例奖。本文还将发表于:Martin, e.w., C.V. Brown, D.W. DeHayes, J.A. Hoffer和W.C. Perkins。管理信息技术,第四版,普伦蒂斯霍尔,2001。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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来源期刊
Communications of the Association for Information Systems
Communications of the Association for Information Systems COMPUTER SCIENCE, INFORMATION SYSTEMS-
CiteScore
3.90
自引率
20.00%
发文量
35
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