SAP S/4HANA Manufacturing Change Management Considerations
Our Change Management Approach: Building a Compelling Case for Change
By fostering strong relationships with senior leadership, we helped them understand their role in driving change. This trust enabled quick decision-making, resource alignment, and issue resolution. We developed a clear narrative focused on SAP ECC6’s end-of-life and the need for business evolution, reinforcing this message through ongoing business readiness assessments. Thorough Change Impact Assessments Following the ‘adopt not adapt’ principle, we ensured 85% of functionality remained SAP standard to eliminate process variations and manual workarounds. In collaboration with our change network and system integrators, we mapped the end-to-end manufacturing process across 14 functions and five sites, highlighting key changes and dependencies. A core focus was shifting perception from a simple system upgrade to a fundamental transformation in data accuracy and process ownership. Tailored Stakeholder Engagement Recognising the diverse needs of stakeholders, we adapted our engagement strategy. For shopfloor teams with limited digital access, we prioritised face-to-face, site-led communications, ensuring they remained informed and involved alongside remote and office-based colleagues.
The Challenge Our customer had relied on SAP ECC6 for over 20 years, during which processes drifted from standard practice. Limited knowledge of SAP’s full functionality led to manual, offline processes, missing opportunities to optimise manufacturing through Master Production Scheduling and Materials Requirements Planning. A lack of structured training meant inefficient workarounds were passed down, while poor data governance and unclear ownership led to mistrust in system data, reinforcing offline methods. Siloed working and role inconsistencies across five sites further complicated operations. Moving to SAP S/4HANA was more than a technology transformation, it required a fundamental shift in ways of working and behaviours.
“Thank you Project One for your world-class programme management skills and creative ideas, your leadership and expertise helped to successfully deliver a results-focused project!”
Chief Finance Officer Global Defence Business
The Value Add and Outcomes High-impact areas received face-to-face training (100% attendance), while others accessed e-learning and quick guides via a new SAP learning platform, establishing a lasting training resource. SAP ‘Model Offices’ provided hands-on experience with a replica system. Sustained Business Engagement A dedicated change network, including SAP Adoption Leads, was created to drive long-term adoption. A cross- functional governance forum now ensures best practices, monitors adoption, and reports progress to leadership.
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real change • real difference
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