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info@redlg.ru 8 (3822) 99-42-38
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ДомПро

ДомПро

Разработка ERP-системы составления смет
для строительных и ремонтных работ
01.
INTRODUCTION

Three years ago, we got a request from an owner of a construction company

He was exhausted and very concerned about how to improve his business further
Most of the business processes were concentrated in his hands
It meant business couldn't grow up, it became noncompetitive and we needed to automatize it
02.
CLIENT

It was unusual request for our company

We decided to find out more about the company and its status.
Industry
The client is a small construction company which is in charge of cottages building and renovating and apartments renovating as well
Staff
There are 20 workers and builders in the company, managers are absent
Potential
The company is unable to take more projects, because all of them are done by the director personally and manually
Competitiveness
The company is not competitive because its owner is the weakest link
03.
WHY

That's why we decided to use ERP to help client

The ERP philosophy is quite simple. Iinformation is entered into the system once by an employee who is responsible for a particular function.
Then it can be used by other employees according to access rights. And of course processes of transferring and processing of this information are automatised.
04.
GOALS

Customer business analysis

We analyzed the clients business to understand what exactly should be automated first of all and how it can save time and client's money.
01
Business assessment preparation
02
Costs and profitability сalculation
03
Salary calculation
04
Supplies accounting
05
Reporting
05.
PROBLEMS

List of problems

In our work we encountered several mistakes that we recommend you to avoid. Here are main recommendations for you.
You need to assign
a project manager
In our case, there was no the project manager but only business owner, because he could not delegate this task to anyone. On the one hand, it was great - the owner understood the company's business processes very deep, on the other, he was very busy and we had to compete for his time.
You need to control
changes
The introduction of the ERP system inevitably leads to changes in the company. And these changes are needed to be managed. Since the business owner didn't do it, the staff reacted negatively, despite the obvious advantages of those changes. It should be gradual, reasonable and understandable for everyone in the company.
You need to stimulate employees to use ERP
The transition to the new ERP was delayed in time in our case, because the owner and employees continued to use old tools and software, moreover duplicating information in both. It easy to explain - it is more usual for everyone to use tools they used to. But it leads to extracharges and reduces value of ERP.
You need to be ready for additional costs
Despite the fact that we had prepared technical specification for the first part of work, addition changes began to appear in the process, mostly from the customer. We warned him in advance that it would be a cause of extra charges on project, and he accepted it.
06.
Key results

Key Results of project

After few month of working with introduced ERP system we decided to check results of our work. And they were more than excellent.
2
Time to assessment preparation reduced from 2 days to 2 hours
1
Salaries were calculating automatically in real time during the project progresses
2
Reliable and consistent information was always available in one place for everyone
3
The owner could spend his time on looking for the new projects
4
Preparing the estimate all necessary supplies were calculating automatically now, as well as total costs and profits
5
Complex reports were generating automatically in one click
6
The company became more competitive
07.
TECHNOLOGIES

We provided new flexible architecture for this project

08.
ROADMAP

Introducing ERP is not a fast process

Introducing ERP is not a fast process. It took us more than 5 months to introduce the first part of functions in the business. And we still work on improving it and develop new modules. So I want you to understand how long this path is.
Analyzed the clients business to understand what blocks and processes should be automatised firs
1
2
Determined the links between blocks and processes
Reorganized some of business processes (or abandoned some of them) according to the logic of ERP
3
4
Determined the content of reports for each block
Determined the role model for working with the system (access rights to blocks and processes)
5
6
Determined the final results we should reach with introducing of ERP
Determined hardware requirements
7
8
Approved a final statement of work
Prioritized all tasks
9
10
Started to work
Prepared necessary data for testing and debugging of the system
11
12
Went to the end-to-end testing of introduced ERP
Trained employees to work with ERP
13
14
Prepare the documentation for ERP
09.
ОТЗЫВ КЛИЕНТА
Константин Автодомов
Генеральный директор компании «ДомПро»
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