pproved by all parties, work rapidly began to implement the design. Interfaces were built and linked between the RF scanning software and SAP R/3 and the SAP WMS module. As work progressed, completed pieces of the system were loaded into a beta test region. Concurrent to this activity, training programs were being developed detailing each step in a particular process. Each training program included written documentation, power point presentations and actual exercises to be used with the RF scanners. It was clearly understood that success or failure depended upon employee buy in of the system. Once the design was incorporated into a working model, the system undergoes extensive testing by the project manager. In this phase, we are trying to break the system, to detect and repair any defects. Once tested, the system was ready to be used for training purposes.Employee Training:Training classes were then offered for administrative and warehouse personnel. Employees should be given system exposure and training to build both a comfort level and a functional understanding of the changes that wait them. As I critique this portion of the project, in my opinion we failed miserably. After the initial introduction, it was left up to the employee to schedule time to conduct training. In addition, I am sure that we didn’t have the buy in of these employees as we later found out that a few employees were purposely trying to sabotage the system. A few felt their job was threatened and thought they would be eliminated. Others felt the new system was too cumbersome and if it failed, then we would go back to the old way of processing orders. Some did take the time and tried to learn the system. Site management should have set aside time and mandated employees to attend on a regular basis. Employee buy in should have been at the forefront of everyone. After implementation, I also learned that management had only concentrated on defi...
