Is an ERP introduction a business process reengineering task?

In his latest podcast episode, Martin was super excited to have one of the North American Business Central manufacturing rockstars with him. Steve Chinsky is the Manager Dynamics Practice with Accelerynt. He has over 23 years of experience consulting, implementing, and managing Dynamics NAV and Business Central projects. His over 180 NAV and BC implementations were done in manufacturing, supply chain (aka WMS(, food and beverage, jewelry, retail, service, oil and gas, chemical, industrial equipment, and home goods industries. In addition, he worked over 16 years as an Accountant (CMA) in various positions (Director of Finance, Controller, and Director of Operations). 

Steve is, among others, a Microsoft Dynamics 365 Most Valued Professional (MVP), a Microsoft Certified Professional (MCP), and a Certified Navision Manufacturing Specialist. He is a Board Member and Program Committee Chair of the NAVUG (the NAV user group), Summit Program Committee Co-Chair, and he is on the Program Committee for DynamicsCON Live and the Content Committee for Directions North America. 

With this impressive background, the question naturally arose what is so special about NAV and Business Central that it qualifies for such a level of commitment.

Steve related that having worked for 16 years in accounting, it finally became somewhat repetitive and rudimentary, and due to lots of recommendations, he started to look at ERP and a "company called Navision." He was really fascinated because it was so easy and simple, and over time, he knew that he wanted to get involved with the community that was building itself in the early days. Moreover, he has always loved helping people, so when he started to work with different partners, he supported anybody new and wanted to know how the software worked. From there, it was a small step to organizing conferences and being part of advisor boards or committees. And this is what he really loves doing.

Being asked what piqued his interest in manufacturing, Steve said that, originally, he mostly worked in the supply chain environment. But when he met a customer who produced the glue for the United States postal stamps, he was intrigued by being involved with manufacturing literally, as he put it, "from soup to nuts." He likes to mold different companies that are coming to NAV and Business Central into the software and to accompany every step, and that's what kept him there.

Steve was happy to share some of the best implementation practices and tips he has ready for manufacturers in the NAV and Business Central environment:

1. Include some of the people from the shop floor who do the actual work in the defining and design processes. Everybody should have a voice because this is your new ERP system.
2. Don't ever second guess a process - have it explained loudly in the room.
3. Don't stick to processes because you have always done them that way - people change, steps change, equipment changes.
4. Evaluate every routing from its beginning to the end - consider the time elements associated with a routing, and don't forget the crap.
5. Let the people on the shopfloor test the system throughout the whole implementation process.

 As Steve outlined, implementing an ERP is always also a business process reengineering task because, if you want to move from an old system to a new one, you can't do this without analyzing all your processes and, most likely, subsequently also changing some things. He illustrated his point by saying that you can't change your favorite ice cream flavor from a chocolate chip to another one but want to keep the chips, the color, and the flavor. As Steve said, "Everything is on the table with a new ERP system."