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.

• Many times, company make the wrong decision to define the key user as the person with the most experience and knowledge in the PPC area, but in practice, this professional already has many other responsibilities and will not have the focus or time necessary for the system's operation. These people should be involved in the project and are fundamental for defining business rules, 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's important to recognize some broader competencies that can be very useful for the effective use of the solution. Negotiation and communication skills, for example, are especially important, considering all the interfaces involved in PPC decisions, such as production, sales, supply, and IT.

Data Quality: The term "shit in, shit out" didn't become famous by accident. There's no denying it, the quality of input data is fundamental for the proper use of an APS tool. This is especially true in the common reality of many company where manufacturing routings, when they exist, were created solely to serve the costing system. However, it's also important to emphasize that no company has all the data necessary for a robust implementation of an APS system. Even if many believe they have complete and reliable data, when the first simulation shows bottlenecks in a seemingly unimportant production resource, for example, the need to improve the data will become evident. Beyond basic data, some information that would never be necessary before a scheduling system, such as a setup matrix, will rarely be available before the project begins. And this isn't necessarily a problem; the biggest mistake is trying to anticipate and be completely ready before starting the project, because experience shows that either the project will take a long time to start or it will never get off the ground. In practice, an implementation project should provide the necessary space for the main data collection and review processes to be carried out during implementation, in a prioritized and guided manner. In this sense, instead of trying to have everything ready before starting the project, the focus should be on ensuring a robust process for data collection and updating. How can it be guaranteed that open production orders will not be forgotten in the past? How will the purchasing team update the actual availability date of raw materials when suppliers delay deliveries? How often will performance indicators and process times be reviewed? These are the questions that the manager should address to ensure data reliability. Team Engagement: Implementing APS can significantly transform a company , but for this to happen, it is important that the various areas of the company have effective participation in the implementation. What doesn't work is a top-down decision by management to implement the system and then execute it in isolation, solely by the IT or PPC , for example. From the very beginning of the initial diagnostic and specification phases, it's necessary to seek the commitment and participation of different areas of the company . The engineering team needs to be present, as they will be a great ally in preparing the data necessary to improve the records. The sales team needs to participate because the process of promising mes deadlines and tracking orders can be significantly impacted by the use of finite capacity software. The supply area plays an important role in ensuring follow-up with suppliers and updating the actual material supply dates. IT needs to be present because it has a broad influence on the configuration and scope that the system can have in the company . Even mes maintenance team should be involved to explore the advantages of integrating the corrective maintenance process and quick rescheduling, or correctly provisioned preventive maintenance. IT with Autonomy: It's not necessarily a rule, but experience shows that when a company has good autonomy in performing integrations, configurations, and modifications to its systems, the implementation project flows more naturally and can be more finely integrated with the processes. Preferably, the company has autonomy and is very active in relation to production needs, but in many cases a trusted supplier can also meet the project's needs very well. The integration between ERP and APS doesn't necessarily have to be complicated, but sometimes with more flexibility it's possible to take advantage of application opportunities that the traditional integration model wouldn't cover, but this may require a greater effort from the IT team. Software and Consulting Choice: Finally, a factor that is often underestimated is the importance of choosing the right software and the best implementation consulting firm. Looking for shortcuts when choosing technology, whether because there's a more basic system that could be acquired without any budget approval or because one of the options is from the mes existing supplier, is one of the reasons why company experience many frustrations and delays in the evolution of their management system. Before deciding to acquire any tool, make sure that the chosen option is sufficient to meet all the current needs of the PPC and, even more importantly, that it is complete and flexible enough to meet future improvement opportunities that will arise after the company takes its first steps. In this sense, choosing a consulting company company with recognized professionals and cases , preferably in the mes segment as your business. An innovative profile and mastery of technology are also fundamental and can make the difference between a basic project that has become stagnant and a technologically updated solution that is constantly evolving.