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Rolls Royce

Enterprise Resource Planning (ERP) systems integrate key business functions like manufacturing, finance, procurement, and distribution. ERP implementations at companies like Rolls-Royce involve transforming organizations through new management models, structures, cultures and ways of working. Before implementing SAP ERP, Rolls-Royce used over 1,500 legacy systems that lacked integration and made decision-making difficult. The SAP implementation involved replacing these legacy systems in stages and addressing cultural, business and technical challenges to realize benefits like reduced inventory and improved supply chain visibility.

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556 views17 pages

Rolls Royce

Enterprise Resource Planning (ERP) systems integrate key business functions like manufacturing, finance, procurement, and distribution. ERP implementations at companies like Rolls-Royce involve transforming organizations through new management models, structures, cultures and ways of working. Before implementing SAP ERP, Rolls-Royce used over 1,500 legacy systems that lacked integration and made decision-making difficult. The SAP implementation involved replacing these legacy systems in stages and addressing cultural, business and technical challenges to realize benefits like reduced inventory and improved supply chain visibility.

Uploaded by

gaurav1590
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
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INTRODUCTION

Enterprise Resource Planning (ERP) is an integrated computerbased system used to manage internal and external resources, including tangible assets, financial resources, materials, and human resources.

ERP allows the corporate management of a business, and aims to

integrate individual functional systems such as manufacturing, finance, procurement and distribution. ERP uses Internet technologies to integrate the flow of information from internal business functions as well as information from customers and suppliers. The system uses a relational database management system, within client/server network architecture, to capture valuable management data. The key principle behind the system involves entering the data from a series of modular applications only once. ERP systems offer companies the following three major benefits: Business process automation. Timely access to management information. Improvement in the supply chain via the use of E-communication and E-commerce.

IMPLEMENTATION OF ERP
ERP when successfully implemented, links all areas of a company

including order management, manufacturing, human resources, financial systems, and distribution with external suppliers and customers into a tightly integrated system with shared data and visibility. Potential benefits include drastic declines in inventory, breakthrough reductions in working capital, abundant information about customer wants and needs, along with th ability to view and manage the extended enterprise of suppliers, alliances and customers as an integrated whole. ERP implementations involve, in truth, broad organisational transformation processes, with significant implications to the organisations management model, organisation structure, management style and culture, and particularly, to people.

Most ERP software vendors supply their customers with an


implementation programme as part of an overall solution package. For example SAP provides some of its customers with accelerated SAP (ASAP). ASAP suggests the adoption of a big bang implementation. This programme opts for a quick implementation that is specifically designed for small and medium sized companies.Big bang implementations offer lower costs and generally use only a few of the softwares interfaces, however the risks are greatly increased, as less time is spent on development and assessing business needs. The key factor of an ERP implementation is the way in which the software is configured. The most important issue to identify before an implementation is the core of the business, which can be identified by the use of the business model

case study

COMPANY BACKGROUND
This case study conducted at Rolls- Royce investigating the

implementation of ERP (SAP) is discussed. Rolls-Royce, a world-leading provider of power systems and services for use on land, at sea and in the air, has established a strong position in global markets - civil aerospace, defense aerospace, marine and energy. Rolls-Royce today has a broad customer base comprising more than 600 airlines, 4,000 corporate and utility aircraft and helicopter operators, 160 armed forces, more than 2,000 marine customers, including 70 navies, and energy customers in nearly 120 countries, with an installed base of 54,000 gas turbines. Annual underlying revenues were 10.1 billion in 2009, of which about half came from services revenues. The firm and announced order book stood at 58.3 billion at 31 December 2009, providing visibility of future levels of activity.

THE SITUATIONS BEFORE ERP


Rolls-Royce used 1500 legacy systems before ERP project was

started. These legacy systems were difficult decision making and performance assessment. Rolls-Royce implemented another system MERLIN, which stands for mechanized evaluation of resources, logistics and inventory. MERLIN often had difficulty communicating with another manufacturing system named IBIS, IBIS was an older manufacturing system that was used at the Bristol and Antsy facilities.

IT AT ROLLS-ROYCE

1. 2. 3.

In 1996 Rolls-Royce formed a partnership with electronic data services (EDS). The Rolls-Royce IT department was outsourced to EDS, which meant that EDS were responsible for the development of the companys IT systems. Rolls-Royce implemented ERP PROJECT consists of a management team of specialists from the external outsourcing company EDS. In conjunction with this team each OBU has its own ERP planning team, which is responsible for implementing working changes and training. The project implementation problems can be grouped into three areas........... Cultural Problem Business Problem Technical Problem
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Cultural problems
New function might not get the full appreciation the legacy

systems once had. Implementation of new system require training which cost is very expensive. Business problem ERP are rigid and difficult to adapt to the specific workflow and business process ,this is cited as one of the main problem for implementation . Cost of switching old system to new system is very high . Technical problem
Accuracy of data Duplication of data was a major concern

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Modification made to Legacy System


Suite 1 Plan the supply chain: The supply chain capacity was compared to the range of possible sales scenarios Master schedule key programmes: The sales and operating review board (SORB), makes decisions affecting changes to achieve capacity. Suite 2 Plan and schedule the factory: This converts the agreed schedule from suite 1 into a production plan. Schedule the shop: This converts the production plan into a detailed shop plan. Suite 3 Operate the Factory: It control of workflow through the shop from the initial generation of launch paperwork, right through to delivery of finished products.
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Suite Implementation

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The ERP pilot


The purpose of the pilot was

to demonstrate: business principles processes procedures role definitions and behaviours software, hardware and data transfers Creation of New Roles: MRP controllers Capacity owners

Initial problem Experienced: User authorisation problems Transaction problems

occurred from the first MRP run Route cards were unavailable Values between the systems were incorrect, so comparisons were made on the values from the legacy system with those on the new system

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The Go live
The Process goes as follows The data must be kept in a stable state for a period of roughly 10 weeks. The initial data to be transferred includes some transaction data and master data If any changes occur to the data on the old systems after the transfer, they are logged and then passed through to the new system Running the MRP system to initialise the whole system. The whole Go Live process took roughly 2 weeks to complete, and during this time the new system was off the air. Project Risk The non-delivery or non-availability of reliable IT hardware and infrastructure both before and during implementation Possible failure to give ERP adequate priority due to the number of existing and ongoing business improvements. Possible failure to cut over to the new system through an inability to load data. Enterprise information systems project implementation: A case study of ERP in Rolls-Royce

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Conclusion
Increased orders from the market place, and also from the fact that ERP

has become a standard solution world-wide within the Aerospace and Defence industry. Rolls-Royce produce a range of quality world class turbine engines, and have recognised that they must change in order to compete effectively with their competitors. Accurate information systems and direct communication with suppliers are vital when offering customers a committed promise to deliver. The partnership with EDS has produced a sound architectural framework for the project, thus allowing Rolls-Royce to concentrate its efforts on manufacturing turbine engines. Managing effective relationships and leading teams in both technical and non-computer based environments.

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