Jaideep Motwani

Successful implementation of ERP projects: Evidence from two case studies

Abstract This research examines what factors facilitate or inhibit the success of ERP projects and what actions can be taken to bring troubled ERP projects under control. It uses a case study methodology grounded in business process change theory to compare a successful ERP implementation with an unsuccessful one. Data was collected by conducting interviews at various levels of the subject organizations and by examining their archived records when available. The study proposes that a cautious, evolutionary, bureaucratic implementation process backed with careful change management, network relationships, and cultural readiness can lead to a successful ERP project implementation as opposed to a revolutionary project scope mandated autocratically by top management without organizational readiness and proper change management. Some actions are also recommended that can help bring troubled ERP projects under control.

Critical factors for successful ERP implementation: exploratory findings from four case studies

As more and more organizations move from functional to process-based IT infrastructure, ERP systems are becoming one of todays most widespread IT solutions. However, not all firms have been successful in their ERP implementations. Using a case study methodology grounded in business process change theory, this research tries to understand the factors that lead to the success or failure of ERP projects. The results from our comparative case study of 4 firms that implemented an ERP system suggest that a cautious, evolutionary, bureaucratic implementation process backed with careful change management, network relationships, and cultural readiness have a positive impact on several ERP implementations. Understanding such effects will enable managers to be more proactive and better prepared for ERP implementation. Managerial implications of the findings and future research directions are discussed.

Critical factors and performance measures of TQM

The aim of this study is to identify and interpret the critical factors and performance measures of TQM. Based on extensive review of prescriptive, conceptual, practitioner, and empirical literature; we were able to identify seven critical factors and more than 45 performance measures of TQM. A possible sequence for implementation of these factors is then presented.

A business process change framework for examining lean manufacturing: a case study

By means of a case study, discusses the most important elements of lean manufacturing (LM), the strategies used by the company for implementing LM, and the significant benefits that were accrued in manufacturing operations. Explains the critical factors involved in the implementation of LM utilizing a business process change framework. The data for this study were obtained through interviews, questionnaire survey and archival sources.

A methodology for assessing time‐based competitive advantage of manufacturing firms

Compressing the time from idea to market has become a focal competitive priority of global manufacturing companies. Develops a framework that assesses the strategic value of a company in terms of its “time” performance. The primary tool employed to accomplish this is an agility matrix whose cells represent intersection of agility‐determinants and segments of time‐to‐market. After grading a company on each cell, a weighted sum, called the “agility index” is computed, which is an indicator of the firm′s capability to compete on time.

A business process change framework for examining the implementation of six sigma: a case study of Dow Chemicals

Dow Chemical’s implementation of six sigma is a well-documented success story. In a short course of about three years, Dow’s six-sigma program has surpassed most expectations and goals of strategic and financial performance. Currently, the Dow’s program has registered an impressive

A review and analysis of the state‐of‐the‐art research on productivity measurement

1.5b savings since 1999. Furthermore, the program has been very effective in creating an environment for positive, powerful cultural change that is consistent with Dow’s lofty global and human objectives. In this paper, a business process change framework is used to examine the factors that facilitated or inhibited the success of six-sigma quality efforts at the Dow Chemicals Company. The data for this study were obtained through interviews, questionnaire survey and archival sources. This work is expected to serve as a basis for evaluating the nature of the impact that six sigma implementation practices would have on a firm’s performance.

Quality Practices of Indian Organizations

Productivity measurement is a required management tool in evaluating and monitoring the performance of a business operation. The purpose of this paper is to provide an analysis of the state‐of‐the‐art research on productivity measurement. The paper comprises two major sections. First, to develop some consensus about the techniques that can be employed, the theory of productivity measurement is examined and evaluated from several perspectives. Second, based on the availability of diverse techniques for measuring productivity, we analyze innovative case and field studies that demonstrate the techniques an organization can employ to measure performance adequately.

Supplier selection in developing countries: a model development

Identifies critical factors that must be practised to achieve effective quality management in an organization based on the synthesis of literature on quality concepts. A framework to be used by organizations to evaluate their quality practices was developed. A field study was conducted to identify the degree to which quality management is being practised in Indian manufacturing organizations and to locate the organizational areas where better management control can make the quality programme more effective. Finds that all requirements for effective quality management can be classified into the following nine major critical factors: top management; quality policies; role of the quality department; training; product design; vendor quality management; process design; quality data; and feedback and employee relations. Seventy‐three organizations with more than 500 employees and a total sales volume of over 251 million rupees participated in the study. Concludes that all nine factors need not be present to ens...

Cellular Manufacturing: A Statistical Review of the Literature (1965–1995)

This paper attempts to fill a void in supplier selection research by developing a model for sourcing and purchasing in an international setting, particularly in developing countries. The emphasis of this model is to reduce the uncertainty of quality from these countries by not only determining quality through the standard avenues of selection such as ranking, rating, and comparison strategies, but by also looking in depth at the region and country involved as a supply source. International, regional, and country‐specific regulations on exports are included as sources of information regarding quality of products from developing countries.