... Carl Neun, CFO of Tektronix Inc. From: John Smith Subject: Using what we’ve learned in ERP ------------------------------------------------- Date: March 1, 2012 Introduction Tektronix is a world leading manufacturer in electronics, which has operations separated into 3 divisions: Measurement Business Division (MBD); Color Printing and Imaging Division (CPID); and Video and Networking Division (VND). All are essential to successful business. However each has a certain magnitude. Tektronix wanted to increase invisibility in all aspects of manufacturing and deliveries. Where Tektronics is Now Tektronix initiated an immense overhaul in its operations in all of their divisions. Tektronix’s goal was to simplify its business processes across the globe. Before its overhaul, each country and each region was different from one another, each with its own communication, technology availability, and flexibility obstacles. Tektronix launched a massive campaign which lasted almost two years and cost $55 million, but was able to create a “plain vanilla” business process, where most aspects were standardized and created a system where all orders could be tracked in near real-time. The Overhaul Process Tektronix employed Oracle as its choice of ERP system with little examination in other options. They employed the Asis Consulting firm to aid in their implementation. Asis was comprised of former Oracle employees, and they ensured Tektronix that Oracle was best able...
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...Tektronix Inc: Global ERP Implementation 1.Business Context/Key Business Drivers * Tektronix manufactured a broad range of electronic test and measurement equipments, color printers and video and networking products. * In 1993, it was a $1.3 billion manufacturer and a worldwide leader in oscilloscopes with a more than twice the market share of its largest competitor. * It was the number one manufacturer of televisions, measuring and monitoring equipment and color printers. * multiplicity of application systems and no uniformity in technologies in its offices around the world. The Inefficient shipping schedule was inefficient because of problems with inventory. * Errors in order management. * NOo system to measure performance metrics and obtain customer information. * The technologies used were old and redundant technologies. * Inefficient financial administration, operations and profitability analysis was inefficient. 2. The Key Business Objectives: * Replace the legacy systems, do away with the need of manual coordination, * Implement improved information technology for fast and error free customer and organizational information, * Achieve integration in functioning across divisions and countries by creating a common template for various services, * Standardize processes, streamline their financial system, and create a functional order management system 3. Challenges and Solutions...
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...As Tektronix decided to implement the new Oracle ERP system, the company chose to introduce it in phases, based around the specific functionality or a particular geographic region. Implementing in phases, or in waves as Tektronix called it, allowed the company to experience regular feedback on specific areas of implementation, allowing time to adjust processes and scheduling as needed. The phased approach enabled the company to achieve frequent victories, which kept team and employee morale high throughout the process and provided encouragement to the Board despite the high cost and long timeline of the overall implementation. To ensure Tektronix's success, the ERP implementation was divided into five manageable sub-groups: (1) Financials, (2-4) Order Management/Accounts Receivable (OMAR) in the three divisions, and (5) the global rollout. Within the sub-groups, additional waves were created to ease into the system. For both the Financials and OMAR, Tektronix decided to implement the new system in the United States first. Though the ultimate goal was for location to be irrelevant in the system and processes required for an order to be completed, it was important that the company see the added-value of the implementation as it proceeded. When deciding whether to implement in stages or full scale, a company must consider several factors related to the feasibility of each option. Like Tektronix, companies with multiple and/or unrelated business units will benefit more from...
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...1. Why did Tektronix implement ERP in stages? How should a company decide on implementing in stages or going big-bang? Tektronix implemented the ERP in many waves. Each wave delivered a specific functionality for a particular division or geographic region. The concept of waves was important: * implementing in waves allowed to obtain regular feedback * flexibility in scheduling – e.g development at MBD took much longer than anticipated – but due to the wave concept there were no major delays in the whole project * easier to gain overall acceptance – it is able to show already first benefits * implement together what is similar allows a more smooth process * frequent victories kept the team moral high and ensured that the Board continued to support the high cost and long timeline of implementation * start with an area that effects all divisions or the division with the lowest complexity a continues learning process. * Roll out started with one country (US) after that was successful with key region in Europe and than in larger waves that were implemented more or less together Big bang implantation only for smaller companies with lower complexity or in strongly centralized organization. With a big bang implementation the company looses some of the flexibility of the wave approach and faces higher risks. 2. How did Tektronix manage the risks of ERP implementation? Project steering committee In order to make...
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...Textronix, Inc.: Global ERP Implementation 1. What are the business and technology issues that drove Textronix to implement an ERP? (15%) * Financial performance was suffering; gross margin had decreased from 42.9% in 1997 to 41.5% in 1998. They were losing money in many divisions. * Tektronix was looking to maintain a competitive presence in the market * Company’s future success depended on ability of CFO to simplify and restructure operations by selling off unprofitable businesses, integrating new acquired businesses, changing business processes and increasing visibility into operations * They had very old technology with unintegrated systems that created numerous business problems 2. Why did Textronix implement ERP in stages? How should a company decide between implementing in stages or going big-bang? (25%) They implemented the system in stages because: * The system was very complex due to the number of divisions involved and the need to implement it world-wide * By using this approach they were able to learn from early experiences and gain quick acceptance from the stages that were implemented first Going with the big bang approach is very risky. If the system fails there is often no way to recover. So, it should only be used if the company must shut down one system and start the other immediately in ALL parts of the company. 3. How did Textronix manage the risks of ERP implementation? (30%) They managed the risks by: * Having...
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...Tektronix Portfolio: Bringing Innovation and Satisfaction Week 7 Course Project Final Draft PROJ 587 Advanced Program Management Contents 1.0 Executive Summary 4 2.0 Organization’s Strategic Plan 5 3.0 Organization’s Strategic Capacity Plan 6 3.1 Defend the Core 6 3.2 Expansion of Sales and Products 6 3.3 Balance the Portfolio 6 4.0 Portfolio Management Process 7 4.1 Portfolio Strategic Plan 7 4.2 Portfolio Charter 7 4.3 Portfolio Management Plan 7 4.4 Portfolio Roadmap 8 4.5 Portfolio 9 5.0 Project Selection Criteria 9 5.1 Project Definition 9 5.1.1 Project Categorization 9 5.1.2 Project Prioritization 9 5.1.3 Weighted Scoring Method 10 5.2 Project Acceptance 11 5.2.1 Business Criteria 11 5.2.2 Logistical Criteria 11 6.0 Program Management Plan 11 6.1 Setup of Program Management Office (PMO) 11 6.1.1 Responsibilities: 11 6.2 Phase Gate Review Team 12 7.0 Plan to Identify/Resolve Triple Constraints Conflicts 12 8.0 Change Management Plan 14 8.1 Controlling Scope Change 14 8.2 Change Control Process 15 9.0 Resource Utilization Plan 16 9.1 Network Diagram 16 9.1.1 Utilization 16 9.1.2 Background Activities 16 9.1.3 Single-Tasking and Mulit-Tasking 16 9.1.4 Cross-Training 17 9.1.5 Identify Time-Critical Activities 17 9.1.6 Schedule Based on Deliverables 17 9.2 Requirements Plan 17 10.0 Works Cited 19 1.0 Executive Summary The primary purpose and goal of this report is to explain in detail the Portfolio Management...
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...Tektronix, Inc.: Global ERP Implementation Business Context * Tektronix originally founded as maker of electronic test equipment in 1946 * Company had grown to a $1.3 billion high-tech manufacturer of electronic tools and devices * Headquartered in the U.S. with an international presence in almost 60 countries * Business split into three autonomous divisions: * Measurement Business Division (MBD): Worldwide leader in oscilloscopes - more than twice the market share of its next largest competitor; worldwide leader in television test, measurement and monitoring equipment * Color Printing and Imaging Division (CPID): market leader for workgroup color printers * Video and Networking Division (VND): video production, editing and transmission products, and storage and playback systems Key Business Drivers * Financial performance was suffering; gross margin had decreased from 42.9% in 1997 to 41.5% in 1998. * Tektronix was looking to maintain a competitive presence in the market * Company’s future success depended on ability of CFO to simplify and restructure operations by selling off unprofitable businesses, integrating new acquired businesses, changing business processes and increasing visibility into operations Initiative Objectives / Benefits Objectives | Benefits | Separate the needs / requirements of each division, but enforce standardization within each division | * Each division would have its own instance of the system...
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...Discussion Questions Cisco Case Questions 1. At the start of the case, Cisco’s information systems are failing, yet no one steps forward to lead the effort to replace them. Why is this? Why were no managers eager to take on this project? At the beginning of the case, Cisco’s information systems were failing because they were experiencing exponential growth and the IT systems that were in place could not provide the reliability and maintenance for this magnitude of growth. Companies that experience this kind of growth usually make decisions based off the status quo and assume that what has worked in the past will continue to work going forward. In addition, with such sizable growth, implementing changes to the company’s information systems can have substantial effects on the continued success of the company, making any recommendation for change extremely daunting. Coupled with the fact that most people are change averse, no one wanted to run over the legacy systems Cisco already had in place so they just tried to continue to Band-Aid the issues with system replacements. Managers were not eager to take on this project Although it was clear by 1993 that there was a significant misalignment between the capability of the legacy UNIX-based system and the business demand based on growth, no one within the company had led an effort to replace the old system. One reason was likely due to the lack of direction for such a project, as the CIO had originally instructed each business...
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...This was the circuit’s input voltage. The Tektronix TDS 2014B oscilloscope was then used to verify the accuracy of the output wave by making sure that the amplitude was 10V peak-to-peak, with a frequency of .5 Hz and a mean value of zero. Subsequently, this square wave was then applied to the input of the RC circuit. The functionality of the circuit was also verified when the left two LEDs lit up in pairs and then right two LEDs lit in pairs successively. SignalExpress was used to record and graph the input of the system, which was a square wave, and the output of the RC circuit. This graph verified the functionality of the of circuit and also aided in calculating the time constant of the system. Next, the circuit was modified by a adding another 0.1 μF capacitor in parallel to the first...
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...Zara & IPremier: Strategic Information Systems 1 (a): Zara, at the time of the case had a low-cost, robust and reliable POS system. If the system broke down, the solution was simply to reboot it or reinstall the software. It is evident that Zara when considering Nolan & McFarlan's (2005) ‘IT Impact Grid’, is in support mode and is not highly dependable on IT. Also, Zara is not concerned with innovation in terms of technology, the key element of it’s strategy is to grow and increase the number of it’s stores. This puts into question the need for a new POS system, as it’s existing system is strategically aligned to low-cost and easy to implement replication across new stores. The implementation of a new POS system at Zara would create a number of risks, three of which are discussed below: operational risks due to IT dependency, overspending and disruption to business processes and knowledge. As Carr (2003) discusses, implementing a new POS system would introduce a number of operational risks such as technical glitches, obsolescence, service outages, unreliable vendors or partners, security breaches etc. With a new system, disruption or outages could paralyse Zara’s operating systems and processes such as: the ordering and delivery process; the flow of information sharing with headquarters (and possibly other stores); the POS transactional process; the customer experience; and in turn the customer satisfaction. Also, with the existing system, each store is hard wired back...
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...costly and complex to be compatible with manufacturing excellence. and sustaining a comA chievingadvantage via attention petitive manufacturing excellence requires to all aspects of manufacturing performance. This attention requires that managers have information that helps them choose correct strategies, improve product design, and remove waste from operating activities. Conventional product costing systems provide little information on these sources of competitive advantage. Schrader Bellows found that the product costs generated by their conventional system were so inaccurate they encouraged management to adopt strategies which inhibited the improvement of manufacturing.' Product designers at the Portable Instrument Division of Tektronix reacted to inaccurate cost information by selecting designs that increased cost without adding value to the customer. 2 The conventional system at this Division also encouraged management of the allocation and absorption of overhead rather than the elimination of waste.' . In contrast, activity-based costing is a costing technology that provides information for achieving excellence in...
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...Gardner HR587 Managing Organizational Change Keller Graduate School of Management Introduction The vision statement of a company states where the company would like to go in the future. The mission statement defines to the internal and external customers of the company what the business does for whom and why it exists. The strategy statement of a firm sets the firm’s long-term strategic direction and broad policy directions. It gives the firm a clear sense of direction and a blueprint for the firm’s activities for the upcoming years (Management study guide, 2012). A good strategy statement includes the Strategic Intent, Mission Statement, Vision and Goals/Objectives. Statements TriQuint was founded by a group of engineers from Tektronix in 1985 to develop gallium arsenide (GaAs) for high performance wireless applications. In 1991 GaAs pioneers from Gazelle Microcircuits, Gigabit Logic, and TriQuint merge under the TriQuint Semiconductor name and Steven J. Sharp was the named CEO. Five years later the company launched Continuous Process Improvement (CPI) for improve technical, manufacturing and business processes and SAP for their information management system. One year later the company moved all operations to a new 32-acre corporate campus in Hillsboro, Oregon with a 160,000 square foot complex including a 16,000 square foot wafer fabrication clean-room space capable of Class 10 operation. In 1998 TriQuint acquired Texas Instruments GaAs MMIC business and Raytheon, TI's...
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...Abu Dhabi University Collage of Engineering& Computer Science Course: Electronic Devices & Circuits Course ID: CEN304 Course Lecturer: Dr.Montasir Qasymeh Lab 1: DC& ACCharacteristics of Diodes Prepared by: Eng. Ahmed Sweleh Date: 20/9/2012 1 Objectives: This lab aims to educate the student in the following:1. 2. 3. 4. Putting the diodein reverse bias and forward bias. Measuring forward current (IF) and reverse current (IR). Observing the AC characteristics of a diode. Plotting the characteristic curve of a diode. Tools: For this lab the following tools will be used:1. 2. 3. 4. 5. 6. 7. 8. 9. Breadboard Digital Multi Meter DC Power Supply Function Generator Oscilloscope Breadboard Cables Crocodile Clip Cables Resistors Silicon Diode1n4148 Introduction Diodes can be characterized interims of their doping material or application. An example of doping material we have: Silicon diodes (VF = 0.7v). An example on application we have the light emitting diode (LED). In theory you toke that a diode consists of two sides: Positive “+” side (P-type or Anode) Negative “-“ side (N-type or Cathode) As we can see in Figure 1(C), we can tell which side of the diode in real life is the cathode by looking for the stripe mark on the diode. In case of LEDs the short leg is the cathode. 2 Figure 1 Procedure: 1. Putting the diode in reverse biasand forward bias. Measure the voltage across the diode when it’s in forward and reveres bias in this experiment...
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...MIT Sloan School of Management MIT Sloan School Working Paper 4933-11 Developing a Common Language About IT Risk Management George Westerman and Richard Hunter ©George Westerman and Richard Hunter All rights reserved. Short sections of text, not to exceed two paragraphs, may be quoted without explicit permission, provided that full credit including © notice is given to the source. This paper also can be downloaded without charge from the Social Science Research Network Electronic Paper Collection: http://ssrn.com/abstract=1979796 Electronic copy available at: http://ssrn.com/abstract=1979796 CENTER FOR Massachusetts INFORMATION Institute of SYSTEMS Technology RESEARCH Sloan School Cambridge of Management Massachusetts Developing a Common Language About IT Risk Management George Westerman and Richard Hunter June 2009 CISR WP No. 377 A version of this paper will be published as “Developing a Common Language About IT Risk,” IESE Insight, Issue 1, Second Quarter 2009: 21–27. © 2009 Massachusetts Institute of Technology. All rights reserved. Research Article: a completed research article drawing on one or more CISR research projects that presents management frameworks, findings and recommendations. Research Summary: a summary of a research project with preliminary findings. Research Briefings: a collection of short executive summaries...
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...I remember the day well when I was first introduced to computers. I was a wide eyed eight year old who was on spring break, my mother didn’t have anyone to watch me so off to work with her I went. As she led me thru the doors into the Tektronix CPID hardware engineering division I was mesmerized. I knew that day that I wanted to know everything I could about how these machines worked and what I could make them do. I have always had a passion for learning, but for most of my life that passion was fulfilled by educating myself. Either by reading fieroucously about a subject on my own or jumping in with two feet and learning something new. After spending nearly a decade working in and around technology, I realized something was missing. I had hit a ceiling, I knew there was more to know, more that I could learn. I wanted to take my hobby, and turn it into a career. A career that could blend together my passion for technology, and my skills in customer service and communication. It was then that I decided to pursue a degree in Information Technology. When I decided it was time to go to school, I went looking for someplace local, that I could work at a steady pace towards my goals and still work a full time job. This led me to Pioneer Pacific. I received an associate’s degree in Information Technology, which I had already planned to continue thru to a Bachelor’s degree, but between my underclassmen classes and moving on to the second half of my Bachelor’s degree I went forward with...
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