To start with, MIS (Management Information System) has been prevalent within a number of companies for over 20 years. The conception of the MIS has progressed over a time-period involving distinct areas of the organizational procedures (Oka, 2009). Additionally, the MIS is described as a unified system of machine and man for offering the information for supporting the management, operations as well as the decision forming function within the company (Laudon and Laudon, 2010). It has been observed that MIS performs a highly significant part within present companies within several spheres (Oka, 2009). It is essential to tag along a methodical approach for effective execution of MIS approach (Joshi, 2013). Moreover, the provided case highlights towards lack of effective strategic planning for MIS implementation. Strategic planning is basically a company’s approach of outlining its strategy, or course, and forming decisions related to resource allocation for pursuing this strategy (Mckeown, 2012). The concept might also range to include control instruments for directing the strategy implementation. Further, taking the above discussion into consideration this particular paper attempts to focus upon a case study from process equipment manufacturing sector for highlighting issues experienced just subsequent to MIS implementation along with suggestive solutions and recommendations for overcoming the issues.
Further, the paper proposes three strategies that can be considered by the company. Firstly, remove the manual approach for the operations where MIS was executed on the decided time. Risks could come up due to this strategy since some staff members who don’t hold proper knowledge about the new systems might be unable to generate appropriate outcomes using MIS. Secondly, MIS implementation in fullest amount where the staff members are quite aware of MIS while other spheres operate with manual system where staff members still require further training for MIS implementation. Identifying the key team of 8 participants with a leader from every individual operational sphere and one of the 8 members would lead the key team for reviewing and taking speedy decisions. Preparing a plan for completing execution with solution of all back log problems along with new issues, in case if any.
In the provided case, a process equipment production company within India was taken into consideration for examining the execution issues of MIS along with the solutions regarded for overcoming such issues for effective execution. Promu is engaged in design and production of process equipment like Pressure Vessels, Agitators, Heat Exchangers, Boilers, Storage Tanks, Dryers, Reactors and others for extensive chemical, food processing, power plants, biotechnology and petroleum sector. The corporation was set up 25 years ago within India having a small setup and has developed as one among the leading suppliers of process equipment over a time-period. Promu began implementing computerization during the closing stages of eighties or beginning nineties chiefly for development of process equipment. Company’s design team began searching for commercial applications and explored computer applications development. Additionally, the above impetus was picked up and corporation began thinking of higher automation not just for designing of equipment but into planning of material requirement, resource allocation, production planning, resource allocation, financial management, sales tracking and human resource as well.
The corporation replaced the majority of its approved communication with paper work through way of manual design and emails having computerized designs during mid-nineties till closing stages of nineties. Also, the executive team began to monitor its financial and business reports in computer formats during the period of mid-nineties. Nevertheless, the above stated approach of executing management information system or computerization wasn’t that simple. The corporation experienced several issues in substituting the present manual systems with high-tech systems through convincing staff members, offering training on latest systems, continuous management with outside teams (like customers, vendors, government and investors), funds management, computerized design validation along with reports with manual systems. Additionally, the corporation recognized a chief panel of 8 associates, one being at a top level who could undertake decisions speedily for completely implementing the MIS throughout the groups within the company. Moving ahead, the eight members belonged to distinct teams involving Marketing, Production, Planning, Software, Procurement, Engineering, and Finance. Further, the above discussed chief group was accountable for examining problems associated with computerization, outline suitable solutions, formation of solutions inside or including outside teams as required & effective execution of the solutions within the company.
In the provided situation the company faced several challenges and issues at the time of MIS implementation. These problems were associated with the modification in human behaviour, comprehending the latest systems, making sure correctness of the outcomes with latest systems, higher time and efforts needed for completing a particular in the starting and lastly, higher reviews from knowledgeable individuals in the field of MIS. Further, the following sections throw light upon the challenges witnessed just subsequent to the execution of MIS:
There wasn’t sufficient documentation accessible for understanding the way of using and managing the data while operating via MIS.
Not adequate proficient experts were there who could guide as well as explain the large teams. People were waiting for long time for obtaining particular explanations. In-between they were shifting back to the labour-intensive systems.
The entire planning approach was improper. Sufficient time wasn’t allotted for completing the procedure by the people concerned with the new systems. Good amount of time was needed for coordinating with inter-reliant groups since everybody within the company was not much aware of MIS approach.
Originally the system was slow since network bandwidth wasn’t adequate as well as the application reply was quite slow because of database congestion. For the reason that the majority of people were contented with using the manual systems, there prevailed a high opposition during the starting for moving onto MIS system. Further, as the majority of employees did not belong to computer background, few among the fundamental concerns required being solved through system or software professional. The company didn’t really gain advantage with the financials subsequent to the MIS execution. The executive team witnessed that the price of share decreased, operating costs augmented, debt amassed and margins decreased.
The below figures highlight the way how MIS has been implemented presently in the company and the way it should have been to avoid the issues.
Present Implementation of MIS System
This particular section of the paper examines the current problem highlighted in the case study by making use of SWOT Analysis.
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Strengths · Wide product portfolio of the company · Sound market standing · Implementation of computerization · Implementation the MIS throughout the groups within the company. |
Weaknesses · There wasn’t sufficient documentation accessible for understanding the way of using and managing the data while operating via MIS. · Not adequate proficient experts were there who could guide as well as explain the large teams. · The entire planning approach was improper. · Originally the system was slow. |
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Opportunities · Recognize execution gaps and plan for completion. · Changing the present documentation for suiting the MIS requirements. · Managing extra capacity suitably with appropriate allocation. · Properly outlined authenticity and responsibility within the system. · Customized user interface within MIS for the purpose of simulating manual system. · Check database servers’ performance and upgrade · Proper results monitoring till the complete implementation of MIS |
Threats · Network issues · Change organization structure for aligning appropriate operations |
From the evaluation as well as study of data prior to MIS execution and just subsequent to MIS execution the executive team witnessed that several groups weren’t following the MIS proficiently. Additionally, it was witnessed that there was high activities duplication, implementing both manual and making use of computing systems. Such condition was observed through executive management team from the status reviews and began thinking of ways of improving output through using MIS efficiently.
From the data examination, it was evidently comprehended that the company wasn’t actually leveraging implementation of MIS resourcefully for offering lesser product cycle times, sound production planning, design optimizations, effective management of inventory, expert executive management reports and others. On the basis of above examination, the management team probed chief team leaders of particular operational segments to organize a joint meeting for discussing the ways for leveraging MIS abilities through all the operational groups competently; ways of sharing knowledge among groups that to without affecting the fabrication; ways for avoiding redundancy or duplicity in carrying out particular tasks; ways of ensuring that teams stop making use of manual systems for which the computerization was being executed and lastly, ways of standardizing particular procedures all throughout the teams for bringing clearness. Further, taking the above discussion into consideration, the below sections put forward possible strategies for the company to effectively deal with the situation.
Moving ahead, of the three strategies stated above, the third strategy would prove to be most appropriate for the company to deal with the prevailing problems. Further, the below sections throw light upon the ways of implementing the chosen strategies along with changes and recommendations associated with the same.
The below section examine the proposed change by adopting Kotler (1996) 8 steps change model.
The company should follow the below steps to ensure effective adoption of MIS System in the company and attain maximum benefits from it.
There wasn’t sufficient documentation accessible for understanding the way of using and managing the data while operating via MIS.
Not adequate proficient experts were there who could guide as well as explain the large teams. People were waiting for long time for obtaining particular explanations. In-between they were shifting back to the labour-intensive systems.
The entire planning approach was improper. Sufficient time wasn’t allotted for completing the procedure by the people concerned with the new systems. Good amount of time was needed for coordinating with inter-reliant groups since everybody within the company was not much aware of MIS approach.
Originally the system was slow since network bandwidth wasn’t adequate as well as the application reply was quite slow because of database congestion. For the reason that the majority of people were contented with using the manual systems, there prevailed a high opposition during the starting for moving onto MIS system. Further, as the majority of employees did not belong to computer background, few among the fundamental concerns required being solved through system or software professional. The company didn’t really gain advantage with the financials subsequent to the MIS execution. The executive team witnessed that the price of share decreased, operating costs augmented, debt amassed and margins decreased.
It is highly necessary for the company before implementing the change to properly inform the employees about the need and importance of the proposed change. The employees and the concerned stakeholders should be informed and updated about the need and importance of MIS system in the company.
Review the status of implementation just subsequent to the foremost implementation level and gather all the gaps from operational managers for planning appropriately for effective closure of implementation of MIS.
The key team has examined the problems associated with organization structure only subsequent to MIS implementation and re-aligned for mitigating the problem. For instance, previous outlets, production and Inventory functions were handled autonomously through particular leaders. Subsequent to MIS implementation there was some management concerns amid these teams. Thus, it is advisable to merge Inventory and Stores under manufacturing Management.
The standard UI (User Interface) wasn’t quite user friendly and thus, involved good amount of time for navigating and entering data. This problem was discovered in the beginning examination and required particular modifications in UI for simulating manual system.
All the people affected by the change would be regularly updated about the change vision. They would also be properly informed about the status of change at every step.
Process trainings are needed for the purpose of properly understanding the way of using MIS, obtaining and entering data required within the MIS applications. Trainings are also needed for explaining the rationale behind MIS implementation and the way it offers advantages in the daily procedures at several stages for diverse operations within the company (Paauwe and Boon, 2009). This particular strategy would help the teams in not just obtaining mislaid understanding but also develop networking for forthcoming interactions for getting the needed clarifications.
Documents such as materials bill, inventory records, specification sheets, stores ledger, invoice, customer requirements and others should be changed for suiting the MIS applications. Few among the procurement constituents as well as raw materials must be offered exceptional numbering system for effortlessly correlating in procurement, outlets, production, finance and inspection records. Moreover, this approach could help teams in reducing the repetitive data entry.
On MIS implementation, there was extra capacity present from the machines because of outlay optimizations along with additional capacity accessible from manpower as a result of decline in manual practices. Such extra capacities could be utilized for designing and producing extra equipment. Such extra capacities were discovered by way of appropriate work study (work measurement and method study) approaches. This could make possible not just effectively using additional capacities but also offer diversified prospects to the staff members and best use of equipment (Costa et. al., 2016).
There should be well-structured accountabilities for several different operational groups and suitable verification should be offered within the system. The admission consents of individual login would permit doing particular activities on the basis of their levels. This particular approach could enable all the operational groups to lay focus upon their particular tasks that to without any deception (Johnason, 2009). It could also offer improved authority over financials since the system would permit just the authenticated individuals to carry out particular practices.
Users experienced severe problems with network bandwidth because of which they were not able to finish the procedures on time that depended upon the system. Within few situations users shifted to manual system for finishing the assigned task. This problem could be solved through augmenting the network bandwidth along with improving individual working systems processing speed.
Individuals experienced system performance concerns although the network bandwidth was sound. The problem prevailed with database server. This issue could be solved through particular modifications within database architecture along with augmented the system capacity for enhancing the performance. This could make possible speedy reply from the database that could eventually help in reducing the overall time needed for completing the particular tasks.
Proper results monitoring till the complete implementation of MIS. There were no or insignificant reviews and speedy issues resolution subsequent to MIS implementation. This affected few of the operational divisions in making use of MIS and they began using manual systems for task completion. This requires creating a small application for logging the issue requests from the clients. This could enable users for getting their resolves rapidly and stop them from moving onto the manual system again.
Analysing the change and its progress regularly in order to make sure that everything is being carried out suitably and as required.
Preparing a plan for completing execution with solution of all back log problems along with new issues, in case if any.
There wasn’t sufficient documentation accessible for understanding the way of using and managing the data while operating via MIS.
Not adequate proficient experts were there who could guide as well as explain the large teams. People were waiting for long time for obtaining particular explanations. In-between they were shifting back to the labour-intensive systems.
The entire planning approach was improper. Sufficient time wasn’t allotted for completing the procedure by the people concerned with the new systems. Good amount of time was needed for coordinating with inter-reliant groups since everybody within the company was not much aware of MIS approach.
The key team has examined the problems associated with organization structure only subsequent to MIS implementation and re-aligned for mitigating the problem. For instance, previous outlets, production and Inventory functions were handled autonomously through particular leaders. Subsequent to MIS implementation there was some management concerns amid these teams. Thus, it is advisable to merge Inventory and Stores under manufacturing Management.
Process trainings are needed for the purpose of properly understanding the way of using MIS, obtaining and entering data required within the MIS applications. Trainings are also needed for explaining the rationale behind MIS implementation and the way it offers advantages in the daily procedures at several stages for diverse operations within the company (Paauwe and Boon, 2009). This particular strategy would help the teams in not just obtaining mislaid understanding but also develop networking for forthcoming interactions for getting the needed clarifications.
Documents such as materials bill, inventory records, specification sheets, stores ledger, invoice, customer requirements and others should be changed for suiting the MIS applications. Few among the procurement constituents as well as raw materials must be offered exceptional numbering system for effortlessly correlating in procurement, outlets, production, finance and inspection records. Moreover, this approach could help teams in reducing the repetitive data entry.
Users experienced severe problems with network bandwidth because of which they were not able to finish the procedures on time that depended upon the system. Within few situations users shifted to manual system for finishing the assigned task. This problem could be solved through augmenting the network bandwidth along with improving individual working systems processing speed.
Individuals experienced system performance concerns although the network bandwidth was sound. The problem prevailed with database server. This issue could be solved through particular modifications within database architecture along with augmented the system capacity for enhancing the performance. This could make possible speedy reply from the database that could eventually help in reducing the overall time needed for completing the particular tasks.
Conclusion
To conclude, it can be clearly stated form the above discussion that MIS approach was not properly implemented at the company. This was chiefly because of several issues including lack of sufficient documentation, not adequate proficient experts, entire planning approach was improper and good amount of time was needed for coordinating with inter-reliant groups. Moreover, this also signifies towards lack of proper planning prior to adopting the new system. The company should have taken into consideration proper change strategy like the one illustrated in the above sections. The change should have been carried out in a well thought-out manner rather than just implementing it across the whole organization. In order to reap maximum benefits of MIS system, the company should ensure that it is implemented properly and all the issues concerned with it are handled properly.
From the data examination, it was evidently comprehended that the company wasn’t actually leveraging implementation of MIS resourcefully for offering lesser product cycle times, sound production planning, design optimizations, effective management of inventory, expert executive management reports and others. On the basis of above examination, the management team probed chief team leaders of particular operational segments to organize a joint meeting for discussing the ways for leveraging MIS abilities through all the operational groups competently; ways of sharing knowledge among groups that to without affecting the fabrication; ways for avoiding redundancy or duplicity in carrying out particular tasks; ways of ensuring that teams stop making use of manual systems for which the computerization was being executed and lastly, ways of standardizing particular procedures all throughout the teams for bringing clearness.
The corporation was set up 25 years ago within India having a small setup and has developed as one among the leading suppliers of process equipment over a time-period. Promu began implementing computerization during the closing stages of eighties or beginning nineties chiefly for development of process equipment. Company’s design team began searching for commercial applications and explored computer applications development. The MIS approach was picked up and corporation began thinking of higher automation not just for designing of equipment but into planning of material requirement, resource allocation, production planning, resource allocation, financial management, sales tracking and human resource as well. However, due to ineffective implementation and administration the approach proved to be a failure for the company.
Process trainings are needed for the purpose of properly understanding the way of using MIS, obtaining and entering data required within the MIS applications. Trainings are also needed for explaining the rationale behind MIS implementation and the way it offers advantages in the daily procedures at several stages for diverse operations within the company. This particular strategy would help the teams in not just obtaining mislaid understanding but also develop networking for forthcoming interactions for getting the needed clarifications. Documents such as materials bill, inventory records, specification sheets, stores ledger, invoice, customer requirements and others should be changed for suiting the MIS applications. Few among the procurement constituents as well as raw materials must be offered exceptional numbering system for effortlessly correlating in procurement, outlets, production, finance and inspection records. Moreover, this approach could help teams in reducing the repetitive data entry.
References:
Collings, D. G. and Wood, G. (2009) Human resource management: A critical approach. In D. G. Collings & G. Wood (Eds.), Human resource management: A critical approach, London: Routledge.
Costa, A., Ferreira, C., Bento, E. and Aparicio, F. (2016) Enterprise resource planning adoption and satisfaction determinants, Computers in Human Behavior. Vol. 63, pp. 659–671.
Joshi, G. (2013) Management Information Systems, New Delhi: Oxford University Press
Johnason, P. (2009) HRM in changing organizational contexts. In D. G. Collings & G. Wood (Eds.), Human resource management: A critical approach (pp. 19-37), London: Routledge.
Kotter, J. (1996) Leading Change, Boston: Harvard Business School Press
Kuppili, M. and Aryasri, A. (2012) Strategic approach for successful implementation of Management Information System for manufacturing industry, International Journal of Technology, Vol. 2, No, 1
Laudon, K. and Laudon, J. (2010) Management information systems: Managing the digital firm, Upper Saddle River, NJ: Pearson Prentice Hall.
Paauwe, J. and Boon, C. (2009) Strategic HRM: A critical review. In D. G. Collings, G. Wood (Eds.) & M.A. reid , Human resource management: A critical approach, London: Routledge
Mckeown, M. (2012) The Strategy Book, FT Prentice Hall.
Oka, M. (2009) Management Information Systems Text and Cases (16th ed.), Everest Publishing House, Pune.
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