Building and Maintaining Institutional Knowledge

An important and often overlooked best practice is establishing a substantial training program to ensure business continuity as the company transitions and grows with Deacom. This page introduces the tools available during implementation and post-implementation to help achieve this goal. Users will also learn about documentation methods within Deacom that will allow their organization to better maintain important institutional knowledge during times of employee absence, transition, or turnover. Finally, users will learn some change management techniques that can help make the implementation of these techniques and the Deacom system as smooth as possible.

Establishing a training program

Implementation

Mapping users to functional areas and setting users to groups accordingly

Deacom ERP enables companies to transact almost all business actions to maintain daily operations within the software. As a result, Deacom enables each person using the software to have their own unique login credentials and security profile to control access to not only specific transactions, but also information the user will have access to view. User security privileges exist on two different levels: group and individual. Group access is the best way to setup and maintain security settings, as new users can easily be added to a group, whose security has already been configured. Individual access allows for exceptions and/or specific situations including the need to temporarily grant a user permission for certain tasks. It is important to note that a user’s individual access will override their corresponding group access.

The configuration process begins with identifying the different users, their roles or groups within the company, and the different facilities or companies that may require different security access. User groups will need to be setup prior to user records being added, and both need to exist prior to assigning security access. It is our recommendation to set security tight during implementation. As users are practicing during implementation, you will discover any settings that need to be changed. Once these settings are identified, the changes should be made in both the TEST and PRODUCTION systems.

Customers often question what security settings users should have. Obviously, user access varies from company to company based on individual needs. Deacom security is rather extensive, with over 750 different settings, and can be a little intimidating. To aid in this process, we have developed a spreadsheet that has several generic user groups with suggested security settings. The spreadsheet breaks down permissions for a given role as required, highly recommended, recommended, likely recommended, not recommended or not needed. Keep in mind, this spreadsheet is purely recommendations and It is your responsibility to set security for your company needs. For a copy of this spreadsheet, please contact your Product Specialist.

Backup/function coverage when users primarily responsible are not available

In any good organization, there should be pre-determined backups when the primary person is not available. After all, everyone needs to take a vacation at some time. This raises the question about security and what settings to give the backup. There are several ways to do this.

Give the user access different from the User Group. This is harder to maintain. Create a user group that has access to both primary and backup functions. Have a separate user for backups and only allow it to be active when needed. When not needed, make the user inactive. This requires someone to activate/deactivate the backup user id, but it maintains tight control. Change the user’s settings only when required to perform the backup roll.

SME training, DEACOM train-the-trainer philosophy

During the implementation, Deacom will train the Subject Matter Experts (SMEs) of each department. The SME for each functional area should be someone who understands how their department runs and how their department affects other departments. The SME is then responsible to train the end users, including any new users on-boarded post-implementation. Deacom uses this model because it ensures there is a Deacom expert in each functional area. In addition, having the SME train the end user demonstrates that the company is committed to using Deacom.

Go-Live assessment tools

We have developed some training tools to assist in determining if the end users are prepared to go live. These assessments are designed to ensure the end users can do their day-to-day job once the company is live on Deacom. They need to be tailored to each company, but the foundation is there. For example, a purchasing assessment might ask users to navigate the system to determine how many purchase orders are due to dock on a certain date. The sales section might ask how many sales orders are in the system for a certain customer.

SOP Library

During implementation, Deacom also provides written Standard Operating Procedures (SOPs). These SOPs provide step-by-step instructions on how to do a function within Deacom. They do not explain the theory behind it, nor do they provide any information regarding processes that take place outside of Deacom: however, SOPs may be modified as desired provided to include any desired internal processes. The purpose of these documents is to assist in training new employees and to aid employees who need a quick refresher. These SOPs should be easily accessible for all employees.

Help System

his help system is a great resource to understand the how and why of a feature within Deacom. The help system also gives explanations of all fields via the Fields and Forms Guides pages.

Post-Implementation

Backup/function coverage, cross-training

Implementation has been successfully completed, and now the production SME wants to take a well deserved vacation. How can we make sure the plant stays running while they're gone? The simple answer: that vacation needs to wait until they have backups trained to handle all their responsibilities.

Cross-training people to serve as backups for the roles they interface with is helpful for several reasons: not only does it ensure operational continuity, but it also makes sure that people understand what their coworkers' jobs require.

SOPs are especially useful for people who only occasionally need to serve as backups. A quick glance at the SOP can keep the backup on track and confident, instead of wondering whether they're missing a step.

New employee onboarding

Training doesn't stop once the SMEs and backups are trained. When a new employee joins the team, SOPs can serve as the training material of record to make sure that everyone has the same understanding of the process to follow. While a SME will show the new user the ropes initially, they may be busy in a meeting or dealing with an urgent issue when the new user gets stuck. A well-written SOP can help to answer those questions and get them back on track without needing to wait for the SME to be available.

Continuous improvement

Add processes - Business keeps on changing; as new products or customers come on board, processes will change. Usually this means more processes, not fewer. Users should frequently update existing SOPs and write new ones to make sure processes remain clearly documented.

Watch for and correct bad habits - Business processes are complex, and human error is common: it's easy to miss or skip details that someone else will need down the line. Murphy’s Law predicts that the one needing that information downstream will realize that it’s missing when they're in the middle of a task. At that point, the quickest way to keep moving forward is to scramble to find the information, quickly fill it in, and then keep on going with the task at hand. But unless the person responsible for the information in the first place gets feedback on their mistake, they may fall into a habit of repeating the error. If the same mistake or pattern of mistakes keeps happening, it's time to examine the process: can it be simplified, or can the information be handled a different way? The people responsible for a process often are the best positioned to simplify and improve it over time. As processes are tweaked, be sure to update the relevant SOPs!

ERP health check - Several of the standard Deacom management reports provide early warning signs for bad habits and process problems. This process is elaborated in the Performing an ERP Health Check page.

Formalizing tribal knowledge

One important step in safeguarding institutional information and processes is to formally document the information and make it available to all employees who may benefit from it. Too often, vital information regarding products, customers, or transactions are maintained only in the minds of the personnel who use that information on a regular basis. Not only does this leave your organization vulnerable to human errors due to memory failure, it can also lead to significant interruptions, delays, and errors when the employees possessing this valuable information are suddenly out sick, on vacation, or leave the company. For this kind of tribal knowledge to be universally accessible within the organization, documentation is paramount. Fortunately for Deacom users, this sort of documentation can be achieved in a number of ways that are already built into the system.

Note Fields

Note fields, available on sales orders, purchase orders, and other documents in the system, allow users to document information specific to a customer, vendor, or transaction. For example, a customer might require that all shipments be double-wrapped in packing cellophane prior to shipping. This sort of information can be documented in a notes field on a sales order, so that no matter who packs the customer’s order, they are made aware of this requirement.

Pop-ups

Pop-ups are similar to note fields, but rather than being passive fields, these notes automatically “pop up” when certain criteria are met. For example, pop-ups can be set to appear based on which customer is selected on a sales order, or the vendor selected on a PO, etc. For instance, a pop-up notice might be set up to appear when a certain customer is selected on a sales order, to warn an order entry clerk that the customer they are selling to requires that specific certificates and documentation be included with every shipment.

Contact records

Contact records are, of course, more people-specific documents, as they contain information about the internal contacts that exist at each of the organization’s customers and vendors. Often, useful information about customer contacts becomes available that will allow the organization and its' employees to give this customer the best service possible in the future. The contact record is the perfect place to store such info to ensure consistent accessibility.

There is so much valuable information about contacts that can be captured and documented — personal preferences, social media handles, levels of knowledge in different areas, strengths/weaknesses of certain personnel, annual company reports, financial information, recent activities and upcoming corporate strategies — all of this information that allows the organization to be a better vendor, as well as plan for future sales opportunities.

Document attachments

If the note capabilities provided in the areas above don’t quite meet the requirements of the information needed to attach to a customer, vendor, or transaction, Deacom also offers the ability to attach entire documents to quotes, sales orders, purchase orders, item masters, and a multitude of other places in the system (look for the “View Documents” option). These document attachments are a great way to attach things like drawings, sales backup documentation, certificate copies, or many other files. The acceptable file types for document attachment include:

• PDF*

• JPG / JPEG*

• PNG*

• TIF / TIFF

• GIF

• DCX

• BMP*

Note: PDF, PNG, and JPG are recommended file types, while BMP files are not recommended, due to server space constraints.

Work Flows

The above-discussed options are all great ways to share data within an organization, but what about sharing processes? How can a company ensure that users follow the correct, standardized, best practice processes that have been engineered within Deacom? That is where Work Flows come into play.

Work Flows allow enforcing process consistency by providing a roadmap to the Deacom user with regards to (1) the steps to be followed to complete a particular process, (2) the order in which the steps are to be performed, and (3) which users who should complete the sequence steps.

Work Flows can be assigned to processes in the following areas: Bill-To Companies, Ship-To Companies, CRM, Formulas, Items, Jobs, Purchase Orders, Sales Orders, Vendors, and Tickets. Work Flows are made up of sequences that must be performed to complete a process. Each sequence can:

• Have a particular security level assigned, if access to the sequence should be limited.

• Have a due date for completion assigned.

• Be set up as sequential or non-sequential (dictating the order in which steps must be completed, if required).

• Be assigned to a particular user to complete.

• Include information on who the process should be assigned to next for progression.

• Include custom calculations, notes and expressions.

• Require an e-signature to be completed.

Utilizing these sequences and work flows allow Deacom users to design and implement consistent, trackable processes for each system user to follow when completing processes in the system. Not only does this allow users to determine the most efficient and effective processes for publishing system-wide, it also makes onboarding new users more simplified, as there are documented processes within the system for them to follow.

Change management

As training programs are developed and formalized, it is useful to consider Change Management best practices as well. While it often gets reduced to simply “communication and training,” Change Management is truly an all-encompassing way to manage the people side of change with defined processes, tools, and techniques. There are additional aspects that are important to consider, like engagement, support, metrics, and transition plans.

People tend to resist change, both during implementation and with larger updates that can come after a system has been live for some time. Several reasons for this resistance include:

• Lack of communication

• Fear of the unknown

• Not being consulted during the process – no buy-in

• Misunderstanding the need for change or the benefits that will result

• “This is how we’ve always done it” mentality

The people management part of a project can be easy to overlook as data cleansing and process definition often take precedence; however, it can be one of the most challenging components of an implementation. It is natural during periods of large change to see several different stages arise: shock/denial, frustration, depression, experimentation, decision to engage, and integration to the new processes. Effective Change Management programs aim to flatten the change curve and reach a new normal - with new systems and processes - more quickly.

There are several effective steps to take for a smoother transition across the organization:

1. Communicate Early and Often

   • As large changes take effect, most employees immediately look to their leadership team for information and next steps. Structuring conversation by developing a consistent communication plan that regularly shares wins, process changes, and other need-to-know information will keep the team aligned and demonstrates the importance of keep communication channels open for questions and feedback.

2. Identify Influencers

   • Identify the informal leaders in the organization. These can be subject matter experts or anyone that is viewed as a go-to person in the company. Give these individual a key role as it relates to Deacom– from leading end-user training to fielding ongoing questions about a specific function within the system after Go Live. This helps create ownership at all levels.

3. Prioritize Training

   • Leave plenty of time for training and hold everyone accountable for completing their assigned trainings. Ensure that training demonstrates the value of Deacom to that user’s role while setting realistic expectations, reminding them that it will take time and effort to get comfortable in the system.

   • Another useful tactic is having a Deacom admin, or someone with a lot of system access, demonstrate how individual functions affect other parts of the company. For example, when training your CSRs, show them how the Sales Orders they enter affect the Shipping department and Accounting postings. Even if they will never work directly with these functions, understanding how their actions affect others can be helpful.

Developing a Change Management plan will help minimize resistance, increase engagement, and improve performance as you look to build a training program within your organization.