Global structural component producer completes the successful implementation of QAD EA 2011SE, managed by Logan Consulting.

The Client

A Mexican auto-parts maker purchases a large structural product business, which includes ten manufacturing plants in the U.S., Argentina, Australia, Brazil and Venezuela that produce structural components for chassis and body structures in light and commercial vehicles. The company’s US operations were focused at three plants in Kentucky.

The Opportunity

The US plants in Kentucky were running an antiquated, early ERP system called MANMAN. Other entities of this business around the world were running QAD Standard Edition and the strategic IT decision was made to convert the three US plants in Kentucky to QAD 2011 Standard Edition (SE) using .NET UI, Production Schedule Workbenches, and EDI.

Logan Consulting was to manage the project and provide implementation consulting for the project, working closely with the company’s IT team.

The Solution

The first plant implementation project was approved and launched in late April 2012 and the Logan implementation team arrived in Kentucky the first week of May. The approved Project Charter was to implement QAD for all aspects of the plant manufacturing and support operations by September 1, 2012. This was an aggressive four month implementation plan. As the core team was being introduced to QAD functionality in early May, the implementation team was also gathering key business requirements from interviews with key plant personnel. Using the proven, Logan System Implementation Methodology, the plant was led to meet all key milestone dates in the timeline in order for a successful go-live on September 1st with the functionality that was required.

Significant process changes were implemented on the shop floor and scheduling that created improved efficiencies throughout the operation. Though training on these improved processes became a challenge, the plant at start-up was able to operate without disruptions.

How was this accomplished?

  1. Logan consultants facilitated design sessions to map out the future state processes at the plant to ensure that best practices of QAD were followed and non-value added tasks were eliminated.
  2. The plant had ready and able IT resources available during design phase of project to help leverage existing process models
  3. Logan Consulting conducted hands-on workshops with users to train them on how to perform system activities in their functional areas in order to become the resident experts in those areas
  4. Logan Consulting assisted the plant in developing documentation that included process flows, process narratives and field-by-field work instructions
  5. Logan Consulting managed the project management of the project – tracking all work activities, issues and risks through the project lifecycle
  6. Logan Consulting and the plant worked together to plan out and provide cutover and post go-live support over multiple shifts until no longer needed

Project leadership was another key project success factor that Logan Consulting brought to the project team. Establishing a work culture that is based on commitment and attention is part of project leadership. As a leader of the project, a unified vision must be instilled with all stakeholders of the implementation; all users and project implementation members. With such an aggressive schedule, project success requires a work environment that promotes collaboration, communication openness and honesty. Like all other consultants, Logan consultants have project management skills to manage the project plan and milestones. But in addition, Logan consultants follow leadership principles that guide the establishment of an environment that empowers the team which promotes performance. With alignment to project vision and deliverables, all project activities will ensure positive results through a combination of project management and project leadership.

The Results

By implementing QAD EA 2011SE in a rapid manner, this company’s operations were able to recognize the following results and benefits:

  • Real-time inventory visibility across its operations
  • Improved scheduling capabilities utilizing the Scheduling Workbenches
  • Automated customer demand processing utilizing customer schedules with EDI interfaces which eliminated manual re-entry of this information For more information visit
  • Improved efficiencies in managing and releasing supply for production materials by utilizing supplier schedules
  • Ensured that all steel coils being received meet specifications by utilizing the quality management module
  • Improved product traceability and inventory accuracy by utilizing hand-held scanners on the shop floor to report production and issue components