TABLE OF CONTENTS Having read this book up to this point, you might think, "This all makes sense, but how do I get this started in my company?" The answer will be spelled out in this chapter. Following the implementation methodology will guarantee successful implementation. It has been proven many times before. The steps are universally appropriate, correct, and always effective. Few things in life are that sure.
To get everyone on the same track right from the beginning, there needs to be shared goals, a common glossary of terms, and a shared vision. This is best done through education. Do not think if this as teaching "old dogs new tricks." Instead, think of this as reorganizing thoughts we have all had before into a central and shared focus. It is sort of like light shining through a magnifying glass. When the whole team is on the same path, change can happen quickly. This is the goal making it happen as quickly as possible while keeping the spirit of the goal clearly in front of the team.
Top-management education usually takes about six to eight hours and is normally done in one setting. In this session, there will be a lot of emphasis on top management's role for successful implementation. This would include the sales and operations planning (S&OP) process roles, management system roles, and "walking the talk. " It often is done by outside experts, simply because top-management people do...
