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I aGREE WITH mR. mOHAMMAD tOHAMY hISSEIN
NOT MY CUP OF TEA,,,
Management mostly treats these three initiatives separately, not recognizing the potential of combining the three to successfully deliver even more significant business improvement. To these organizations, there are seemingly conflicting differences in the three approaches which include:
· The time factor. An ERP project has a long lead-time in terms of generating improvements, compared to Lean and Six Sigma, which can produce quick, short-term improvements.
· Heavy investment. ERP systems require a significant investment, but promise significant returns.
· Variable outcomes. Many Lean and/or Six Sigma companies discover that sooner or later Lean and Six Sigma progress will slow as they encounter weakness in the company's ERP capability to move dynamically with the improvements that they strive to deliver. In other words, legacy ERP technology tools eventually become a roadblock to improvement.
I see that the point is related to the kind of change that we want to make and the busniess case that we deal with.
