Critical factors in the implementation of an APS system

The implementation of an APS is a complex project, consisting of different phases, which require specific resources and skills to be executed with quality. Thus, it is necessary to consider the main critical factors of success in the implementation of an APS system, which will be presented below. Key user initially must be distinguished between a transactional system and an analytical system. While in the first the operation and the results are simple and predictable, in an expert and analytical system as APS software the operation requires a much more significant cognitive and analysis effort, so that a well-chosen key user can make all the difference between simple software operation for a much more proactive scenario simulation and decision making-based model.

• Companies often make the wrong decision to define as a key user the person with more experience and knowledge of the PPCP area, but in practice this professional already has many other responsibilities and will not have either the focus or the time necessary for the operationalization of the system. These people should be involved in the project and are fundamental for business rules settings, but they are not necessarily the ideal key user for the tool;
• An important factor to be highlighted is the technological predisposition and computational dexterity of the professional. Although no previous knowledge in system development is required, a prior experience with the operationalization and deployment of other software and well -developed logical reasoning are also favorable to the ideal profile of an APS software user;
• Finally, it is important to recognize some more comprehensive skills that may be very useful for the good use of the solution. Negotiation and communication capacity, for example, is especially important, given all interfaces involving PPCP decisions, such as production, commercial, supplies and IT.

Data Quality The term “Shit in, Shit Out” was not famous by chance. It's no use denying, the quality of input data is critical to the good use of an APS tool. Especially in a common reality of many companies where manufacturing itineraries, when existing, were created solely with the intake of serving the costing system. As much as many think it has complete and reliable data, when the first simulation shows bottlenecks in an unimportant productive resource, for example, the need to improve registrations will be evident. In addition to the basic data, some information that would never be needed before a programming system, such as a Setup matrix of/for, will hardly be available before the project starts. And this is not necessarily a problem, the biggest mistake is to try to anticipate and be completely ready before starting the project, because the experience shows that either the project will take too long to start or never get out of paper. In practice, an implementation project should predict the necessary space for the main collections and reviews of registration to be done during the implementation, being done prioritized and oriented. In this sense, instead of trying to leave everything ready before starting the project, the focus should be on ensuring a robust process of taking and update data. How can it be guaranteed that open production orders will not be forgotten in the past? How will the purchasing team update the date of real availability of raw materials when suppliers delay deliveries? How often will the performance rates and process times be reviewed? These are the questions that the manager should worry about to ensure data reliability. Team engagement The implementation of APS can significantly transform a company, but it is important that the various areas of the company have effective participation in the implementation. What does not work is a top down decision by the system implementation and the execution being done isolated only by the IT or PPCP area, for example. It is the beginning of the early diagnostic and specification phases, it is necessary to seek the commitment and participation of different areas of the company. The engineering team needs to be present because it will be a great ally in the preparation of data that is necessary to improve the registrations. The commercial needs to participate as the process of promise of delivery and monitoring of orders can be significantly impacted by using finite capacity software. The supply area plays an important role to ensure follow up with suppliers and updating the real material supply dates. IT needs to be present because it has a wide influence on the configuration and scope that the system can have in the integrated company management process. Even the maintenance team should be involved to explore the advantages of integrating the corrective maintenance and rapid reprogramming process or properly provisioned preventive maintenance. TI with autonomy is not necessarily a rule, but experience shows that when a company has a good autonomy in making integrations, configurations and modifications in its systems the implementation project flows more naturally and can be more finely integrated with processes. Preferably, the company's internal IT has autonomy and is well active in relation to the need for production, but in many cases a trusted supplier can also supply project needs very well. The integration between ERP and APS does not necessarily need to be complicated, but sometimes with more flexibility it is possible to take advantage of opportunities for applications that the traditional integration model would not contemplate, but this may require a greater effort on the part of the IT team. Choice of software and consulting finally, one factor that is often despised is the importance of choosing the correct software and the best deployment consultancy. Looking for shortcuts in choosing technology, either because it has a more basic system that could be purchased without any budget approval or because one of the options is from the same existing supplier, it is one of the reasons that companies go through many frustrations and delays in the evolution of their management system. Before making the decision to purchase any tool, make sure that the defined choice is sufficient to model all current PPCP needs and, even more importantly, that it is complete and flexible enough to meet future improvement opportunities that will arise after the company gives its first steps. In this sense, the choice of consulting firm to support the implementation of the software is also of fundamental importance for project success. Look for a company that has recognized professionals and cases , preferably in the same segment of your business. The innovative profile and mastery of technology are also fundamental, and can make the difference between a basic project that has been stabilized and a constantly up-to-date solution. [NOPTIN-Form ID = 2822]