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 defining the order fulfillment process. Several processes had not been documented. This led to much confusion in each of the receiving processes.Implementation:Once all the planning had been completed, we found the actual implementation date fast approaching. I had made several trips to this warehouse at periodic intervals to monitor the progress and was told they were all set. It appeared that all bases had been covered. A physical inventory was conducted the day prior to the imple...
