mentation. This was to ensure that accurate data was transferred over to the new system. This went smoothly and we felt confident in the inventory accuracy. The implementation was scheduled over a weekend and is a full of activities. The project manager pulled all inventory information out of SAP R/3. He then turned on the new system by moving the beta version into the live region. After that, a few tests were ran to determine if the program had transitioned correctly. So far so good. We then reloaded the inventory into the new system. The remainder of the day was spent validating the inventory to ensure it had been transferred without any discrepancies. Once this had been verified, selected orders were issued to warehouse personnel to pick, pack and stage and then processed as being shipped. The purpose was to actually test to ensure the system was working properly. Overall this stage was very successful and appeared to have gone smoothly with minimal problems.Post Implementation: On Monday, the first live day with the new system, we began to notice that the time required to process orders was very slow. Orders to be shipped began stacking up as we were able to process around 20 orders, though we usually see around 80 orders per day. This didn’t cause too much alarm as we expected a deterioration due to the learning curve of our employees. Most of the managers time was devoted to working with the order pickers making sure they understood the process. As the week went on, the number of orders waiting to be processed grew. We became more and more alarmed as we noticed that the number of orders processed each day was not increasing. We realized this was going to take a lot longer getting up to speed than we had anticipated. Our project manager was able to identify several minor issues and worked on correcting them and management continued to work with the order pickers.As the weeks went on, very little improveme...
