Bombardier Aerospace Essay

later acquiring a few companies, Bombardier Aerospace was now faced with the ch onlyenge of how to aline the operations of these companies who all had different sets of data, processes and governing bodys. Major areas of concern were process delays, low-pitched inventory turn, inconsistent pricing and billing of materials among others. Bombardier introduced the Enterprise Resource readying (ERP) into its aerospace division with a vision to achieve higher efficiency in manufacturing and also to significantly save cost. To assess the performance of this IT jump, Bombardier Aerospace needs to grapple the following six variables which are interdependent as far as success or failure is concerned.System superior examines the desirable characteristics of an development system. These may include backup of utilise, system flexibility, system variability and ease of learning. If we take a look at the first phase of the project which was carried out at the Mirabel Plant, we realize that this element of system quality is non very solid. There were complaints from users with regards to the IT system. Problems were encountered subsequently the Go Live and as a result, several users were still using legacy systems for some aspects of their work. In the back phase at the Saint-Laurent appoint, we realize that later robust measures were put in place, they achieved data accuracy of 97 percent. The second variable to consider is discipline Quality. This examines the desirable qualities of the system output such as its relevance, understandability, currency, timeliness and usability. The methods employees encountered delays in modifying bills of materials.Also, it took some time before they could understand what information the newly create Master Data group required of them. This tells us that Information Quality was poor in the first phase of ERP implementation. As far as the Use of the IT project is concerned, Bombardier Aerospace needs to look at the degree and air in which staff and users utilize the capabilities of the system. For instance, the amount of use, frequency of use, appropriateness of use or the purpose of the use. In the phase two, most users of the new system reacted positively to it but the project at the Mirabel shew was quite different. Sourcing agents could not approve a purchase order for a part if its adjure did not contain a cost or if the current price was different from that stated in the contract. This was a flaw in the system as far as its use was concerned.Another way to assess the IT projects success or failure is by meter the User Satisfaction. Not until after about one year after Go live, user satisfaction at the Mirabel plant was not thoroughly enough. Users from various functions complained about significant delays in getting answers to their queries. At the Saint-Laurent plant on the hand, most users felt that the new system made their product line easier. The ERP implementation had different im pacts on individuals. Employees in finance at the Mirabel plant were frustrated by the system.They had to make manual corrections to the general playscript if materials were issued incorrectly. At the Mirabel plant, the majority of users estimation that the new system had impacted them positively. They thought that their inputs were taken into consideration and they virtually used the system in all instances. In terms of organizational impact, we are able to tell from the national that the project was a successful one. One of the primary goals of implementing this system was advance visibility and reduce the value of inventory held by Bombardier Aerospace. The BMIS contributed to reducing inventories by $1.2 billion in just less than a year after Go Live. Also Procurement became more efficient and integrated callable to the implementation.