IGT's Goals in ERP Implementation

The key goals of IGT (International Game Technology) in implementing an Enterprise Resource Planning (ERP) system include improving internal processes, reducing costs, and enhancing quality. The ERP system helps track activities, supply chain, and inventory, allowing for better decision-making. The manufacturing company can use the ERP system to streamline its processes, reduce waste, and increase productivity. The quality improvement is another important goal, as it allows for benchmarking against industry standards and detecting defects. The efficient processes lead to higher profit margins and customer satisfaction. However, customizing the system has pros and cons, with potential complications in upgrading and maintaining the system. To handle change management during ERP implementation, IGT should consider five factors: Executive Buy-ins, Cultural Considerations, Employee Engagements, Communication, and Training.

Running head: ENTERPRISE SYSTEM
Enterprise System
Name of the Student
Name of the University
Author note

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ENTERPRISE SYSTEM
What are the key goals IGT wanted to achieve using an ERP system?
The Enterprise resource planning is the integration of the various forms of the corporate
functioning that can be gained by using the Information Technology. The main objective for the
small and the large manufacturing company have the ERP is to track the activities and the supply
chain and the inventory that are been purchased for the final shipments to the customers (Dong,
Du and Qi 2016). This form of the integrated view of the company data can be improved from
the information that are been shared from the collaboration across the functional and the
corporate form of the boundaries.
The manufacturing companies can use the ERP for making the internal processes much more
efficient. The real form of importance of the time information are flown in the system to simplify
the method of the data collection and the analysis of the format of the reporting that essentially
improves the process of the decision making (Demeke 2014). The streamlines of the ERP has
demanded the planning of the inventory restocking and the functions of the production delay as
the adjustments that are made by the management is in the real form of time (Demeke 2014).
The reduction in the cost is the most important reason behind the small and large form of the
business investment that has the considerable time and money for implementing the ERP
systems (Dong, Du and Qi 2016). The efficient form of processes that are in the first step in
reducing the waste and the increase in the productivity that usually leads to the reduced cost of
the production (Srinivasan 2014). The system of the ERP improves the sales forecasting that can
lead to the improved management of the inventory throughout the chains of supply (Srinivasan
2014).

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The quality improvement is the important form of goal for the ERP (Demeke 2014). The
software technology usually allows the benchmark of the management and its quality for the
quality performance against the several manufacturing companies that were there in the same
industry and were potentially against the establishments of the quality of the standards that
includes the statistical Six Stigma tool for the measuring defects (Srinivasan 2014). The ERP has
made it easier for the detection and correcting the defects in the finishing the products and the
problems that are faced in the process of manufacturing. The Quality improvements always refer
to the increased level of the customers’ satisfaction and that essentially increases the retention of
the customer and the corporate probability (Demeke 2014).
The efficient form of the processes for the cost reductions and the quality improvements
generally leads to the higher form of the profit margins (Srinivasan 2014). The quality adds on
the value of the brand that is important for the growth of the drive markets (Demeke 2014). The
integrated form of the demand planning, the tracking of the inventory and the financial form of
the reporting allows the management to anticipate the various changes in the buying habits of the
customers and make the necessary form of the adjustments for sustaining the margins of the
profit (Srinivasan 2014).
Discuss the pros and cons to customising the system.
Managers at all the various levels have the real time for accessing the data that includes the
status of the production and the and essentially summarizes the financial form of reports
(Kempton 2014). The managers of the mid level have even shopped for the supervisors that can
make the operating decisions that include ordering the additional inventories or changing the
schedule of production (Bradford 2015).

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In the domain of ERP systems the word “customization holds a most dreadful word in the ears of
the executives. In other words, most of CEOs and the CFOs always wants to use the system that
is out of the box and therefore without making any form of changes to the codes of the software.
This phenomenon led to the personalization and the configuration that each of the ERP
implementation requires, however, when it comes to the heavy amount of changes in the
softwares, most of the executives do not want to listen to the matter.
Every form of changes that are made in the ERP softwares makes the upgrade that are very much
complicated and complex in nature (Bradford 2015). The employees who are working in the
organization now have stopped the upgradation and also maintaining the system of ERP as the
customizations have been made for the paths very costly. However, the key reason for the
companies for replacing the current ERP system is due to the customizations that are done
beyond the expectations of the individuals (Bradford 2015).
However, it is detrimental that in which way the people should customize their facebook profiles
or they create the personalized form of the radio stations on the panders or order the
individualized products from their favourite consumer product companies are being accustomed
with the unique form of solutions (Parthasarathy and Sharma 2014). Ironically, the clients that
demand the most homogeneous form of the ERP systems are often ones that are have provided
the most customized form that are made to order the products in their industries. Moreover, the
new generations of the young aged employees those are used for the flexible technologies for the
uniform and the generic approaches towards the work life and the hard form of adjustments.

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How should IGT handle change management during ERP implementation?
The discrete form of the change management within the globalized market of the organization
includes various five forms of factors or components (Walker and Ellenthal 2016).They are the
Executive Buy ins, Cultural Considerations, Employee engagements, Communication and
training.

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References
Dong, X., Du, X. and Qi, B., 2016. Conceptual Knowledge Influences Decision Making
Differently in Individuals with High or Low Cognitive Flexibility: An ERP Study. PloS
one, 11(8), p.e0158875.
Demeke, S., 2014. Success Factors for Implementation of Enterprise Resource Planning System
at Ethiopian Airlines (Doctoral dissertation, Addis Ababa University).
Srinivasan, S., 2014. Basic Cloud Computing Types. In Cloud Computing Basics (pp. 17-41).
Springer New York.
Shapiro, A.J., 2015. Digital asset delivery system and method. U.S. Patent 8,935,658.
Bradford, M., 2015. Modern ERP: select, implement, and use today's advanced business systems.
Lulu. com.
Parthasarathy, S. and Sharma, S., 2014. Determining ERP customization choices using nominal
group technique and analytical hierarchy process. Computers in Industry, 65(6), pp.1009-1017.
Elghany, M.A., Elghany, M.A. and Khalifa, N., 2015. Best-of-Breed of ERP Systems: Pros and
Cons. systems, integration, 4(03).

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Kempton, J., 2014. Asset Management of low-zero carbon technology in social
housing. Structural Survey, 32(1), pp.14-31.
Walker, J.S. and Ellenthal, M.P., Igt, 2016. Applications for gaming devices in a networked
environment. U.S. Patent 9,489,800.