Erp implementation at maruti suzuki ltd

Erp implementation at maruti suzuki ltd Maruti Suzuki ltd. was established in 1981 in India as and since its establishment Maruti Suzuki ltd has been leader of the Indian car market. It is a subsidiary of its parent company Suzuki Motor Corporation of Japan. Maruti Suzuki Ltd is the largest selling passenger car company in India and controls more than 45% of the Indian car market. The company is headquartered in New Delhi. On 17th September, 2007 Maruti Udyog Ltd was renamed to Maruti Suzuki Ltd. It has two manufacturing plants in India; one is in Gurgaon and the other is in Manesar. Both units when combined can produce around 500000 units per annum. Till now the company has a portfolio of 15 passenger vehicle. It is listed on BSE (Bombay Stock Exchange) as well as NSE (National Stock Exchange). What is ERP Every automobile company today has a very large amount of data to deal with. If the data is not integrated and is not available in consolidated form and at one place, it is very difficult for the users to access the data. ERP (Enterprise Resource Planning) is a basically a software tool for integrating the business as a whole with an aim of effective use of the management resources to improve the efficiency and working of the organization. It is a tool that integrates all the divisions and functions of the organizations into a single software program which runs on a single database and facilitates information sharing and communication among the various departments of the organizations. Need for ERP Every automobile company today has a very large amount of data to deal with. If the data is not integrated and is not available in consolidated form and at one place, it is very difficult for the users to access the data. In todays scenario, it is very important to share the data among the various divisions and departments of the organization in order to improve the efficiency and working. At every point or juncture, the information can be viewed and can be accessed. ERP is also used to integrate the value chain activities in the automobile industry. Enterprise Resource Planning also plays a major role in managing the inventory as it is one of the most important aspect in the automobile industry. Operational excellence is also achieved with the help of ERP. Thus, ERP has now become a necessity and need in the automobile industry and in companies like Maruti Suzuki ltd. Introduction Maruti Suzuki Ltd. uses Pre Implementation Before implementation of the ERP, the company used to depend upon its home grown, disparate systems to manage its business. But these systems were inefficient and were not able to communicate with each other and thus required a lot of manual work like entering data multiple times. And it was very difficult for the staff to generate the results and reports. There was a lack of control over processes. The company also added four new business sectors in 2002 which also required constant attention and human intervention and thus making it difficult to manage the system. Also, before implementing ERP company faced problems like poor information quality and huge turnaround time. There was no real time access to information which made it difficult for the company staff to access and obtains the latest, updated and correct information. Strategies for ERP implementation Maruti Suzukis Chief General Manager Rajesh Uppal said that the company was looking for an expandable and a flexible system that can be easily managed. Thus this will lower down the complexity of the system (IT environment) and also would reduce the dependence on some people to handle and manage the system. By implementing ERP there will be a single standardized Oracle platform and thus will also help the proper scaling of the system. The company adopted a phased migration strategy from its old legacy systems to the Oracle E Business Suite. Post Implementation There was a smooth transition from the old legacy systems to the newly adopted Oracle E Business Suite. The company selected Oracle Consulting to determine the companys requirements, to design the system, to develop the project plan, to deploy the software, to manage the parties involved and finally to provide the three months post implementation support to the company. The training programs were also designed for the employees. Under the training programs the user manuals were provided. There was also Train the Trainer program and Train the super users program under the Training programs. Financial Insight The company observed that with using the old multiple systems, there was lack of control over the data and information quality and processes. It was difficult to manage finances and the divisions lagged behind each other. But with the implementation of the E Business Suite, Maruti Suzuki was able to standardize on a single financial management platform. Standardization helped the company to keep and maintain tight control over the Accounts payable, accounts receivable and comprehensive general ledger. Also the efficiency improved and there was less confusion with the introduction of the standardized data formats and processes. Rajesh Uppal (Chief Manager IT) said that the completed the year end close on time without any hitch. Hyperion The company has been using Hyperion software for the last two years. It has been used to analyze the budgets across Marutis nine subsidiaries. It also helped the company to conduct financial reporting in compliance with the GAAP (Generally Accepted Accounting Principles) in India. The system is integrated with the Oracle Financial and is now being used by 10 (approximately) budgeting staff in the companys finance department. It has helped the company to improve their forecasts and also enabled Maruti to quickly respond to the changes in the market conditions thus enhancing their competitiveness. Hyperion can be easily integrated with the Oracle Financials Module. Procurement Oracle Purchasing was implemented by Maruti to handle the procurement of the services, goods and indirect consumables. Before implementing this Purchasing system, the companys subsidiaries either depended on spreadsheets or used the elementary or fundamental system to handle the process thus leading to rise in costs and excess of inventory. The major changes this system brought in the company was the cost reduction and better inventory management. It also helped to reduce the number of vendors thus reducing the costs. An automated workflow sends purchase orders along the chain and keeps the staff aware of the procurement activity. It has provided working staff the capability to track the process from order to payment. HR Workforce Management Maruti was quick enough to discover that the systems they were using were not able to manage the employees. Thus it felt the need of a single integrated system that could easily help them to manage the human resources. After the implementation of the Oracle Human Resouces module, Maruti observed that it had a better control over the functions such as leave and compensation management, payroll, recruitment and training and staff development. As the information is stored in a single database, the system enabled the staff to access the entire history and the details of the employees. Oracle self Service HR was also implemented which freed the HR staff from elementary duties (like changing details and addresses of employees). Thus, it helped Maruti to hire good quality people. Future Plans After the success of the HR, Procurement and Financials modules, the company can implement the Oracle Advanced Supply Chain Module and Oracle Enterprise Asset Management. The company can integrate more of its processes with ERP systems. This would help the company to access the real time information across all the different departments and divisions of the company.

Developing yourself as a team leader Essay

1.1 Role of the Team Leader (12) The role of the Deep Reservoir Management team leader is to lead a multi-disciplined subsurface team responsible for reservoir management, identification and development of new reserves, production rate obtainment, and development of enhanced oil recovery process. The Deep RMT leader is responsible for the Kharaib, Arab, Fadhilli oil reservoirs and Khuff gas reservoir. His role is to supervise a multi-discipline staff of reservoir engineers, production engineers, geoscientists, and petrophysicists ensuring their technical and professional development. He also coordinates development, reservoir management and well work with other reservoir management teams. As well as providing business unit leadership to insure that reservoir management team work is coordinated and integrated with other departments, including: drilling, production operation, supply chain, and facilities. 1.2 Responsibilities of the Team Leader (8) Following are the responsibilities of the reservoir management team leader: Reservoir Management Prioritizes and coordinates reservoir surveillance and key data acquisition with Production Engineering Prioritizes and coordinates reservoir surveillance and key data acquisition with Production Engineering Technical Supervision Reviews and provides technical/economic feedback on key geologic and reservoir studies and results. Ensures project timelines are met. Provides engineering support in scale up of geologic description data into comprehensive reservoir earth models to be used for both modeling and analytical efforts Financial Control Approves AFEs and unit transactions within area of responsibility in accordance with approval limits Participates in developing annual budgets and long term plan Leadership Aligns efforts of reservoir engineers, geologists, production engineers for  RMT Ensures performance management of direct reports and development of staff Determines resource needs to complete detailed evaluations and support of operations 1.3 Authority and Accountability Limits of the Team Leader (12) The reservoir management team leader in Tatweer Petroleum is mainly an advisory position with little authority. Deep RMT leader is accountable for controlling deep team operating and capital budget assigned by department manager beginning of each year. He is responsible for identifying team vacancies, and interviewing and recruiting team staff. He is also accountable for appraising team members and recommending raise for them. The following are the only authority limits for Deep RMT leader: Approving workover expenditure requests (WAR) up to $100,000 Approving new well project requests (PAR) up to $500,000 Approving team members expense reports up to $5,000 1.4 Example of Team Leader Referring to Senior Authority (8) A workover program to perform a production logging survey* on one of Deep RMT wells was prepared by the team production engineer and approved by the team leader. The cost for this operation was $150,000, which is above the team leader workover request approval limit. On the other hand, in 2013 Tatweer is following a cost control strategy to minimize operating expenditure budget which this operation is falling under. Therefore, the team leader has to refer this workover operation to the department manager and get his approval. * Production Logging Survey: a diagnostic operation at which reservoir intervals contributing to production is identified. A third party service provider is used to perform such operation. Section 2: Be able to seek feedback on their workplace performance to identify strengths, weaknesses and areas for improvement 2.1 Feedback on Own Performance from Different Sources (12) I have used different sources to get feedback on my own performance. First feedback was from ILM group 13 which consists of 8 members in addition to  me. Each of the 8 members and the ILM instructor has been asked to write down one of my strengths and one area of improvement. 8 out of 9 have given their feedback which is shown in Figure-1 and the rewritten version is shown in Table-1 below. 2.2 Feedback Interpretation and Areas of Improvement (20) ILM Group-13 Feedback: The members of the ILM Group-13 consent that I am technically strong, hard worker, confident, good communicator and listener, and have good delegation skill. On the other hand, the group has agreed on several areas of improvement. First one is a personal skill that I need to be decisive about my target and goal and the steps to get there. Second one is an organizational skill that I need to make sure objectives are clear and be focused to achieve it. Third one is and interpersonal skill that I have to accept other opinion. Leadership Skills Survey: Leadership skills survey showed that overall I am quite good in the 8 areas with average score of (4.4/5) in communication and social skills, (4.4/5) in goal setting, (4.4/5) in managing myself, (3.8/5) in motivating people, (4.1/5) in being creative in problem solving, (4.5/5) in inspiring trust and respect, (4/5) in being interested in and valuing team members, and finally (4.2/5) in developing the skills of my team. The survey did not show much to improve and therefore, I have conducted a self-assessment using the same survey and compared it with the survey result (Figure-2). Self-assessment survey is shown Appendix 3. The result of my self-assessment showed good agreement with the survey result in 3 areas; managing myself (4 versus 4.4), being creative in problem solving (4.3 versus 4.1) and inspiring trust and  respect (4.3 versus 4.5). However, my self-assessment showed I need to improve in developing the skills of my team (scored 2.7/5) and specifically coaching team members (scored 2/5). I also need to improve communication and social skills (scored 3/5) and specifically asking questions and listening to answers (scored 2/5). And finally I need to improve being interested in and valuing team members (scored 3.5/5) and specifically wanting to know about team members’ attitudes and values, feelings and emotions (scored 2/5). Figure-2: Leadership self-assessment versus survey 2.3 Action Plan (28) Based on the above feedback interpretation, the following are the area of improvements I need to work on and develop: Be decisive about what I want to and steps to get there Setting clear objectives and focusing on achieving it Coaching team members Asking question and listening to answers Accept other opinion Wanting to know about team members’ attitude and values, feelings and emotions To develop the above weaknesses I came up with an action plan and a target date and summarize it in the below table. Area to develop How will I achieve it When will I do it by Who will help me What is my measure Tick when done Be decisive about what I want to and steps to get there Read books and articles about how to be decisive and make better decision at work 1-Feb-14 Internet Specify my next development target in Tatweer as part of my succession planning Setting clear objectives and focusing on achieving it Attend ILM level 2 course 1-Feb-14 RMT Leader Beside team objectives, set my own SMART objectives for 2014 Put a timeline to achieve assigned objectives for 2014 Coaching team members Attend coaching training session Practice coaching 31-Dec-14 RMT Leader Be responsible for coaching at least 1 engineering trainee Asking question and listening to answers Read about how to improve asking questions and listening skills 31-Dec-13 Internet Positive feedback from work colleagues Accepting other opinion Practice listening to others 31-Dec-13 Internet Myself Positive feedback from work colleagues Wanting to know about team members’ attitude and values, feelings and emotions Practice by change my behavior and start talking to team members to explore their attitude and values, feelings and emotions 31-Dec-13 Myself Positive feedback from work colleagues Delegate Name Training Course Training Venue

Analysis Of The Movie The Trailer Bad Moms Essay

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