Getting IT support for a system

Dr. Thomas L. Landers Professor, University of Arkansas Director, The Logistics Institute;Even though hourly workers "buy into" a point-of-use handling system, you'll need to get IT management backing to get the project off the ground.

By Dr. Thomas L. Landers -- Modern Materials Handling, 2/1/1998

If you're trying to implement a new material flow process, you're probably familiar with this response: "Sorry, we cannot work on your code for months; we're busy with the Year 2000 problem." Or perhaps you have heard another contemporary lament: "We're months behind schedule installing the new enterprise software."

Successful change in materials handling systems depends increasingly on information systems/information technology (IS/IT) staff support. Even a simple two-bin pull system requires IS/IT support to facilitate:

- Bar code identification

- RF data communications

- Legacy systems interfaces

- Bin-sizing algorithms

- Replenishment priority logic

- Electronic data interchange (EDI).

Unfortunately, most of us know some cyber-tyrants who like to wield the inherent power of the IS/IT function, contrary to the greater good. In the Dilbert comic strip, we see this attitude in the character of "Dogbert, the Network Systems Administrator." These people have their own agendas. When challenged by coworkers or management, they respond with a flurry of techno-babble. Too often, this tactic mystifies us and we turn and walk away, shaking our heads. "Systems" win and processes lose.

How can we get the systems support we need? This series of columns has already established the importance of commitment and involvement. These ingredients are just as important in winning the cooperation of IS/IT staff.

Commitment comes first and it starts with top management. IS/IT staff responds to executive priorities. Staff members are working on the Year 2000 problem because that is what now troubles management the most. To get systems support, we must first sell the importance of our project. Managers must believe that processes drive systems; systems do not drive processes. Then we should follow through to ensure that IS/IT staff priorities are in line with those of management.

Involve the IS/IT staff early so they can understand your objectives and then allocate staff resources for the project. Avoid approaching IS/IT at chaotic times such as when the staff is working on audits or startups of corporate financial systems. Create a culture of continuous improvement. Stay current on the jargon and capabilities of technology. Be sympathetic, but firm to make processes drive systems.

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