Using a new ERP system as the trigger for business process modeling
the road to a joint understanding of processes
Setting up a new IT platform as part of the implementation of an ERP often means numerous changes within an organization. In the case of Axima GmbH the update from SAP R/2 to SAP R/3 was the trigger for a major remodeling of business processes. The wide variety of processes which had developed over time were adapted to fit the new system and standardized to simplify the implementation. At the same time synergies resulting from the standardization of the business processes were released. The modeling of the business processes was thus the trigger for a major change process, which was in turn supported using classic change and transformation management methods.
Axima GmbH started a process offensive in 2004. This was triggered by the introduction of a new ERP (Enterprise Resource Planning) system – Axima’s new IT platform. This type of ERP system works as a kind of central nervous system to collect information from different parts of an organization and make this available to other areas and processes. It is thus also the heart of the core processes for project implementation and control, as well as for the central processes covering finance, purchasing, human resources and controlling. Here the wide consequences of changes in individual processes becomes clear: separate small changes in the closely linked business processes may lead to numerous effects on other, even remote, parts of the organization. A further reason for the process offensive were the different company cultures within Axima which had developed as a result of the company’s roots as the Sulzer Group, with lots of small businesses in individual German states/regions, and later growth including the takeover of employees and entire business units from competitors.
In addition to the central objective of the process offensive – the development of universal, lean Axima processes for all subsidiaries and regions – the secondary objective of supporting the cultural integration of all company units was set:
> High efficiency in the processes
> Identify and use process potential
> Orientation towards the best practice processes from previous analyses
> Professional and comprehensive process documentation
> Foundation for the new ERP platform
> Economic implementation of the processes possible using the new IT platform
> Achieve universal acceptance of Axima processes throughout company
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