8.5. Managing change
Long before the ERP implementation was undertaken, Huck had developed a company culture that was receptive to change. For several years, the company had embraced a program of monthly ‘‘kaizen breakthrough events’’ in the pursuit of lean manufacturing. These events occupy teams composed of six to ten shop floor employees, local and corporate executives, customers, and supply who are charged with the analysis, redesign, and implementation of improvements in specific business or manufacturing processes. Teams frequently install, move, or modify equipment, rewrite procedures, change work assignments, set local operations policy, and otherwise make changes as required to achieve their designated goals. In addition, Huck has numerous self-directed, permanent cross-functional teams that are charged with continuous improvement in a variety of areas .Huck was well positioned to implement and accept the changes brought about by the ERP implementation.