The implementation stage of the project must begin by preparing user manuals and informational documents outlining the business process design and the mechanics of the WMS. These documents need to be clearly written and include enough detail to help the user reconcile how their daily routines will change, what will remain the same, how their transactions will interact with other users, and the overall benefits and simplicity that the application offers. For many users, the implementation will be an extension of previous involvement. However, the manuals should be written to accommodate the training process for new employees as well.

Training sessions should be scheduled for cross-functional groups of workers. Members from all functional departments affected should be in the training session to further emphasize the importance of interaction between the modules in the system as well as socially among the employees. Once training has been conducted in this manner, a second training session is scheduled for each department separate from other departments. This will allow for more detailed question and answer sessions as to how the WMS relates to their specific functional areas. The second session also gives users the opportunity to ask questions and develop clarity on ideas that develop after the initial introduction to the program.

An additional set of training sessions are scheduled for the external members of the supply chain. Key suppliers and business partners will be brought in for a demonstration of the tools, how to access the newly available information, and to discuss how the WMS may impact the business relationships.

With due respect to the magnitude and potential for this program, the first course of action post-implementation will be a session to capture lessons learned. What went right? What needs to be improved upon? What were the oversights? What worked? What did not? The entire project plan must be reviewed along with user comments and input to better the overall development and presentation of the system.

Upon completion of the implementation phase and appropriate changes based on lessons learned, training will be scheduled periodically for new employees, new suppliers, or refresher courses for current users. The program will be rolled-out to more members of the supply base as the WMS becomes integrated into the daily business processes of the purchasing and supply chain department.

Monitoring and measuring the impact of the system will begin as defined during the planning and design stages. The implementation team will retain responsibility for the monitoring and measuring task until the system has made a complete transition into the daily business processes.
One person from each functional area will be assigned as a Business Process Champion to liason between and among departments to ensure the continued success of the business process and the Workflow Management System.

Grindmaster Corporation has several strengths going in to an integration program of this kind. The employee tenure, enthusiasm, and dedication to the company are all assets that will support this initiative. Integrating Baan’s Workflow Management System module into the use of Baan as an ERP system will provide the foundation for knowledge sharing, growth, and transfer. The goals of the organization are practical and achievable if a methodical, systematic implementation plan is adopted and followed.