Would you buy a car on faith? Part 2

In February, industry veteran John Hill wrote about the best way to select a WMS. Now, he explains how to work with an integrator to implement that system and go live.

By John M. Hill, principal, TranSystems | ESYNC -- Modern Materials Handling, 3/3/2008

Last month I talked about five guidelines that will ensure that you get the WMS your company needs and not a “lemon.” I outlined the steps that must not be overlooked during pre-selection, request for proposal (RFP) development and selection. Here, I’ll address the deployment and post-deployment phases of the project. And here is where the rubber meets the road!

In fact, without solid planning, and oftentimes the support of an experienced systems integrator, the thoroughness with which you approach integration and implementation will determine total costs and the ultimate success of the project 100% of the time.

Deployment phase

The first step in a WMS deployment is to prepare a detailed roadmap with the steps clearly outlined and understood by the project team. If you use an outside integration team, tap them for the roadmap to save time and assure completeness. After all, an integration team does this all the time.

Next, it’s important to name and provide full authority and accountability to as seasoned a project manager as you can find. You will also need to assign and dedicate sufficient internal resources and capital. Do not underestimate the resource drain. If you don’t have the internal resources and experience, take a hard look at engaging a third-party team with a proven track record.

Two caveats, however! First, as with the selected supplier, make sure the chemistry is right. And, second, recognize that hiring an outside team does not get you off the hook! To assure project success, you still carry the responsibility of assuring access to data, people and other resources so the integrators can execute their mission on time and within budget.

Work with the selected supplier on fine-tuning a Conversion Plan, which details the steps that must be taken in preparation for cutover to the new system. The Conversion Plan provides procedures and timing for everything from the part master database build to laying cable, bar code labeling or RFID tagging of warehouse storage locations, employee training, installation and system start-up. A Conversion Plan may wind up being the length of the requirements document, but, properly managed, it is worth every page. Again, experienced integrators can help here with templates developed on earlier projects.

At this time, you’ll also want to revisit process flows with your suppliers to make sure you have a common understanding of precisely how the system will be used to execute each function.

Know that your operators can make or break any system. Accordingly, they play a significant role. After the final system specification has been completed, prepare a “walk-through” that scripts the tasks to be performed by your operating personnel. Use props to designate system components; for example, if installing a WMS, identify RF terminals, bar code labels and readers, printers, etc. and their locations. The "walk-through" is a role playing session that runs operators through a typical day with the system—receiving, storage, picking, order consolidation, truck loading, shipping—the entire process.

In addition to being an effective training device, the "walk through" may reveal process flaws—fine points that, if modified, could improve overall performance. Most of the changes will involve system equipment locations and the integration of physical and data entry tasks rather than information processing. Changes should be made to the specification and implemented during development—and thoroughly tested before the system is shipped to the site.

The walk-through is followed by a pre-shipment acceptance. System functionality and performance testing are fundamental to avoid surprises. Test plans should be prepared in parallel with system development and executed as development milestones are completed. Here again, outside integrators can tailor test plan templates and procedures to your specific requirements. Communications interfaces should be fully tested and the completed package run through its paces prior to release for delivery to the site.

If you’ve completed the previous steps, you’re now ready for on-site testing/acceptance. On-site functional, reliability and performance testing should be performed by your operating personnel, with oversight provided by the integration team, to assure that the system meets expectations. Final test plans are derived from those used in pre-shipment testing.

Post-deployment phase

Your system may be up and running, but your job is not over. For one, training never ends. That’s because over time, your processes will change as will your operators.

For that reason, trainers and training materials should be regularly reviewed after the system is operating to ensure that they comprehensively address the actual environment. This is particularly important as new personnel are brought on-board.

Note that it is not unusual for performance to deteriorate for a brief time after installation as operators become familiar with the system. Make sure that your operating personnel and management are alerted to this phenomenon and that their expectations have been set accordingly!

It’s also important to provide continuous performance feedback to all team members.

If you remember, we began this process with an analysis of current operations and establishment of performance targets (KPIs) based upon measurable indicators. Accordingly, do not neglect periodic system performance audits and evaluation of actual versus expected results. If there are variances, dig into the reasons and develop action plans for resolution. It may be the layout, operating procedures or the system. If so, make the necessary modifications and stay focused on meeting your objectives.

Project post mortem

The last step is a project post mortem. Here, you’ll want a detailed analysis of how the project unfolded. During the post mortem, all project team members should contribute, including the WMS supplier.

If you and your systems integrator have followed those steps from selection through implementation, your WMS is likely to deliver the results you’re looking for to improve your operations.