Bombardier Case Preparation Essay

Bombardier is a successful company in the transit industry. Bombardier has two divisions The Aerospace and Transportation divisions.Bombardier Aerospace is the third largest designer and manufacturer of commercial aircraft in the world, and unitary of the leading producers of regional aircraft. The company encountered some challenges because of the companys growth strategy by acquisition.The main task was dialogue problems among dodges which were different for each acquired company because Bombardier Aerospace became a textbook silo organization after acquiring with other companies. amplification to this problem, low visibility of inventory and lack of integration between its legacy frames was also important problem to the company.Symptoms of the problem were wait on delays, sequential activities, low inventory turns, supplier proliferation and price inconsistency, and multiple Bills of Material (BOM).The company found a solution for this problem that changing Bombardier Man ufacturing System (BMS) which was the group of IT applications to support manufacturing activities to an Enterprise resource think (ERP) system. First ERP Implementation After $130million spent, first ERP implementation discontinued mid- take in in 2000. Failure of this beginFocusing the implementation on inappropriate phone line processes An outdated company visionA light(a) sponsorship modelInsufficient involvement of internal employees.Employing too many consultants who having a limited knowledge of the business to assist in the project. Second ERP Implementation (BMIS) Project In 2001, a group of senior managers authored a project for the BMIS in order to establish a new integrated manufacturing system. BMIS was the first project to embody a wider ERP strategy and a vision of an integrated organization, one company. It would support Bombardier Aerospaces operations would emphasis on the processes that supporting manufacturing, procurement, finance and the engineering data to support these processes.Issues encountered by Training lack of process documentation or system functionality for trainers 3rd party consultants prepared cultivation materialLack of exploiter friendly, understandable training materialsLack of information to employees about necessity of training Lack of focusing on the roles (e-learning module)Incomplete and somewhat wrong data for trainingLack of explanation of the wider role & consequences of BMIS. Shorter training cartridge holder than what was plannedIssues encountered after Go LiveThree weeks shutd avow to implement new systemLack of knowledge of users new responsibilities and roles Blaming new system when encountered problem didnt solve in a short period of time by support staff Availability of old system (some managers encouraged employees to use old system) Lack of implementing General LedgerNot using reporting functionality by managersBMIS was delivered on time and below budget.After Go Live some issues considered and inadequate areas improved sign training supported with additional courses and training material. Day in the Life training documents developed by management team and these documents improved users attitude toward the system. Saint Laurent Implementation After endorse implementation Mirabel project, some of the issues were solved and improved. The important of user preparation was well recognized.Managers of the Saint-Laurel plant were convinced to own this project. Everybody in the organization got informed about every phase and details of the project. Communication among employees and management for the project got better. Users understood the changes introduced by the new processes. Attendance for the training became priority.Users informed about their roles and responsibilities before deploying the new system. good word Bombardier needs to apply the best ERP implementation practices which includes Understanding of the project by management and users Bombardier did it on Saint-L aurel project. Planning project Bombardier made schedule for all project and applied on their project. Training Giving training to users before implementing the new system, and continuing training after implementation to make users to understand new system well. Utilize mapping data techniques and conduct pilot runs and testing simulations Bombardiers implemented ERP system on one site at the time.