Keda Casestudy

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Contents

Executive Summary        

Company Background        

Keda’s SAP Implementation Strategy        

Case Problems        

Analysis        

User Training        

Process Redesign        

Implementation strategy (System cutover, rollout)        

The Big Bang Approach        

The Phased Approach        

ERP Failures in China vs. Keda’s Critical Success Factors:        

Recommendations and Plans of Execution        

Recommendation #1: Process Redesign        

Plan of Execution #1: Process Redesign        

Recommendation #2: Implementation and Training Strategy        

Plan of Execution #2: Implementation and Training Strategy        

Key Take-Aways        

References        

Executive Summary

Dr. Fan Zhu, Vice General Manager of Keda Industrial Company Ltd., presided over the implementation of SAP ERP in a very aggressive time frame of only five months from the moment of selecting the implementation team. By all accounts, the entire process was well designed, executed and supported. From securing top management support, selecting the right fit for vendor and consultancy, assembling the right mix for the project team to selecting the right implementation partners, ensuring data accuracy, and properly motivating staff to have a vested interest in the success of the project, Keda appears to have performed flawlessly as ERP implementations are concerned.  

There are some issues that Keda was forced to address, however, that could prove to cause problems in the future for the rapidly growing industrial machinery manufacturer. Issues related to the loss of domain expertise caused by punitive actions during go live, the decision to limit customization and defer to the default ERP processes, choosing an aggressive timeline, and invoking a big bang deployment strategy appear to have been sufficiently resolved. Much of the fallout from these actions is not fully realized at the time the case study is published. Further research is needed to adequately quantify any lasting effects. Perhaps by simply spending a little more time working through process redesign and deferring to a phased rollout approach with a training component comprised of a conference room pilot, many of these issues could have minimized.