Hands-on Notes
We take notes on the work we run into in the field: how a screen is opened in IFS, how performance is recovered in Oracle, where AI makes a difference. Short, practical notes that aren’t tied to a single topic.
15 notes · 4 topics
Both sit inside an ERP project, but they are responsible for different things: one manages the project as a whole, the other makes sure the system is set up correctly. A short note that sums up the difference under seven headings and asks when the two roles can sit with one person.
What operational excellence is, which methodologies carry it, which indicators measure it, and where a smaller company should start. The umbrella concept behind the methodology notes.
Instead of trying to estimate work that can’t be estimated, first do a time-limited investigation to learn the unknown. What a spike is in Agile/Scrum teams, how to write one, where it helps in ERP projects and where it gets misused.
In ERP projects, expectations are usually written as “it should be fast, it should be accurate”. CTQ is the step that turns those sentences into criteria with a unit, a target and a limit — and at the end of the project, it is what decides who was right.
DMAIC improves an existing process. But what if there is no process to improve? For a new plant, a new business unit or a first ERP implementation, the path is DMADV: Define, Measure, Analyse, Design, Verify.
Six Sigma is a manufacturing-born, statistics-heavy approach. Implementing all of it is unnecessary for most companies; but some of its parts are directly useful in a company that runs an ERP.
Define, Measure, Analyse, Improve, Control. Why DMAIC fits ERP projects, and the step where teams stumble most.
The fishbone surfaces the possible causes; Pareto tells you which one is really costing you. How to build a Pareto chart, and the mistakes to avoid.
We favour the fishbone diagram both in our methodology and in our analysis work. The reason is simple: we are looking for the root of a problem, not its symptom — and we want to find it together with the team.
In SAP CO and IFS, a budget is not a report but a control mechanism. Three reasons it stayed weak in Turkish ERPs: accounting culture, SME scale and the dominance of the Uniform Chart of Accounts.
Most Turkish ERPs were designed from an accounting background, while IFS and SAP were designed from a cost accounting background. The technical difference between a single-axis account code and a multi-axis dimension structure, and its practical consequences.
The SAP CO module and the IFS Code String architecture grow from the same cost accounting root. How their concepts map to each other, and the key architectural difference between the two ERPs.
What are the Work Breakdown Structure (WBS) and the Cost Breakdown Structure (CBS) for in IFS projects, and which is used where? A comparison under five headings: focus, components, scheduling, accounting and budgeting.
Eight things to check on a slow Oracle database before buying bigger hardware — the steps that work best in the field, from diagnosis to index strategy.
In Engineer-to-Order (ETO) manufacturing, the product is designed after the order is received. The process steps, the benefits, the costs, and what it means on the ERP side.
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