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Desired functionality from new system: Ordering/receiving raw material, tracking inventory, filling
orders for customers and billing.
Current Business process: Complex. Focused on distributing hardware. No manufacturing beyond cutting
sheet metal.
Legacy Systems: IBM System Three machine (1969). Key punch operation. No database. Homegrown
code by Rich Con (Low quality?). No ability to track orders – customer, purchase and work. Reporting
was vey tedious. Maintenance was a challenge as technology was becoming obsolete.
In-house development of a new system (customizing an AT&T accounting package) did not work due to
improper product selection and extensive modifications made to the package.
Company decided to select an integrated package tailor made for metal industry that runs on AT&T
hardware.
Analysis
D. No interdepartmental collaboration
The sales department was doing well with the new system.
There was not enough information percolating from the sales department to billing
Data reconciliation became a problem
E. Other issues
Union problem,
Rolling division of Roundo needed attention,
Sales were dropping.
New management team was not performing as expected.
The company needed information to make a plan and improve performance. For this
information they needed a new MIS. Hence there was a rush with implementation.
These issues could have been addressed if Marty had devoted equal time to her role as
company President.