Organizations today operate in a dynamic continuum where the rules of competition and operation are constantly evolving. No industry is immune to the effects of their organizational ecology to properly understand the mechanisms of different manufacturing industries. We cannot just compare the resiliency and responses of segments of the same industry.

Manufacturing is undergoing a fourth revolution (Industry 4.0). Technology and the Internet is transforming the way we make things. Software and manufacturers need to evolve to compete.

For many years manufacturers relied on Enterprise Resource Planning (ERP) systems to provide the “edge”. As competition increased, more and more manufacturers realized that they needed specialist solutions that focused more on the factory floor and supported the complexities of their own industry.

There has never been a better time for manufacturers to embrace the powers of ERP. The benefits are compelling, be it improving efficiency, building resilience, controlling costs, or boosting productivity. Yet too many are failing to recognize that an ERP implementation is as much about people as it is technology. Ensuring that everyone within the organization is on board before embarking on an implementation is critical to its success. Regardless of the commitment of the management team, it is the buy-in from end users that really determines the success of any deployed solution.

The organization is investing a sizable sum of money and resources to ensure that their manufacturing improves, and the expectation is that this investment will be recovered.  However, the organization needs to prepare itself for a fundamental change.

Enterprise Resource Planning (ERP) has always been key to helping businesses make better-informed business decisions, but thanks to a year of digital advancements, the software’s ability to dramatically impact decision-making has advanced considerably.

More often than not a business’ worst horror stories are a direct result of miscommunication between departments.

Picture a business such as a catering equipment company that makes industrial ovens, stove and fridges according to customer needs and requirements. This type of environment is project intensive and requires many parts of the business to be involved and work together for successful delivery. If the sales department forgets to tell the purchasing department there’s a new project underway, by the time purchasing does become aware of the project, time is tight and they are forced to use a different supplier from the one they regularly use or incur late penalties.

When an organization takes a decision to purchase and implement an MES (Manufacturing Execution System) like SYSPRO M.O.M. (Manufacturing and Operations Management), it is because they have realised that they have problems in their manufacturing processes that are affecting the bottom line.

Getting more done in less time is the holy grail of productivity drives, in our own lives, and on the scale of a manufacturing enterprise. Personally, I find that mobile devices enhance my productivity, whether I’m improving my knowledge, socialising with mates, or complaining to a company about poor products or service (I recently used social media, along with my powers of persuasion, to receive a new tyre for my Triumph Explorer!). Most of us who are comfortable with the modern age are on our mobile devices all the time, trying to squeeze as much as we can from every minute of our lives.