NIBCO, Inc., a mid-sized manufacturer of valves and pipe fittings headquartered in the U.S. with $460 million annual revenues, implemented SAP R/3 across its 10 plants and 4 new distribution centers with a Big Bang approach in December 1997. NIBCO management agreed with the Boston Consulting Group recommendation to "cut loose" from its existing legacy systems and replace them with common, integrated systems for finance, materials management, production, and sales/distribution, such as offered in the ERP packages of major vendors by the second half of the 1990s. However, the company leaders chose not to heed the advice of their consultants, or the current trade press, about taking a slower, phased-in approach. Instead, they developed plans for a Big Bang implementation of all modules (except HR) with a $17 million budget and a project completion date 15 months later that allowed for only a 30-day grace period. The project is led by a triad of NIBCO managers with primary accountabilities for business process, IT, and change management. The case describes the legacy IT environment, the ERP purchase and implementation partner choices, the selection and composition of what came to be called the TIGER team, the workspace design for the project team (TIGER den), the key issues addressed by each project sub-team, the incentive scheme, and the complexity added by a distribution center consolidation initiative that runs behind schedule. The case story ends shortly after the Go Live date, with the project leaders replaying their warnings to the executive team about initial dips in productivity and profits. This case study can be used to demonstrate the tradeoffs between Big Bang versus slower ERP implementation approaches that allow time for organizational learning. Students can identify the technology and organizational risks associated with ERP projects in general, and Big Bang implementations in particular, and then assess how well NIBCO's leaders manage these risks over the life of the project. Specific examples of communications and training initiatives, including ways to achieve employee buy-in, are detailed in the case so that students can better understand change management practices in the context of a major system implementation.
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机译：NIBCO，Inc.是一家中型阀门和管件制造商，总部位于美国，年收入4.6亿美元。该公司于1997年12月采用Big Bang方法在其10个工厂和4个新的分销中心实施了SAP R / 3。同意波士顿咨询集团的建议，从现有的“遗留系统”中“删除”，并用通用的集成系统来代替它们，以用于财务，物料管理，生产和销售/分销，例如主要供应商的ERP软件包中提供的系统。 1990年代下半叶。但是，公司领导人选择不听从顾问或当前贸易媒体的建议，以采取较慢的逐步实施的方法。取而代之的是，他们为所有模块（HR除外）制定了实施大爆炸计划的计划，预算为1700万美元，项目完成日期为15个月，仅允许30天的宽限期。该项目由三位NIBCO经理领导，他们对业务流程，IT和变更管理负有主要责任。该案例描述了旧版IT环境，ERP购买和实施合作伙伴的选择，将被称为TIGER团队的选择和组成，项目团队的工作区设计（TIGER den），每个项目子团队解决的关键问题团队，激励计划以及配送中心整合计划的落后于计划的复杂性。该案例故事在“上线”日期之后不久结束，项目负责人向执行团队重放有关生产力和利润最初下降的警告。该案例研究可用于说明“大爆炸”与较慢的ERP实施方法之间的权衡，后者为组织学习提供了时间。学生可以识别与ERP项目相关的技术和组织风险，特别是与Big Bang实施相关的风险，然后评估NIBCO领导者在项目生命周期中如何很好地管理这些风险。案例中详细介绍了沟通和培训计划的具体示例，包括实现员工认可的方法，以便学生在主要系统实施的背景下更好地了解变更管理实践。
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