For so many companies, "Health and Safety" is claimed to be the companies "top" priority, with mentions in vision statements, policies and procedures. Unfortunately, this doesn't necessarily translate into company actions, systems or daily governance.
The sustainable Health and Safety of company stakeholders is critical for business longevity and prosperity. 'Doing it right' matters not only morally and ethically, but financially as well, therefore embracing health and safety into the business culture is essential.
However, many health and safety systems are 'bolt-on' after-thoughts onto the companies operational systems. Equipment manuals, risk assessments, toolbox talks and method statements are locked away in someones filing cabinet, and are 'only to be brought out in times of audit'!
It doesn't have to be this way! By taking simple steps to fully integrated Health and Safety into the companies ERP business system, will the subject start to be part of stakeholder life. This is the philosophy of Leviosa - read more?
Wikipedia defines an ERP as "... the integrated management of core business processes, often in real-time and mediated by software and technology ..."
Most companies define an ERP as "... lots of money, lots of effort, lots of time, lots of headache ..." It doesn't have to be. Any big change is a little stressful, but with proper planning, an intuitive application and good employee training you can mitigate most of these.
Most businesses (at least the bigger ones) in the past had some sort of processes that they used to manage activities. All of this was documented on paper, stored in folders, moved along in memos, shared as bound books and so on. Paper was ubiquitous. Then technology arrived.
When technology started making an impact on businesses, most companies hired consultants to create solutions for small problems they faced. These problems included actions like printing invoices, tracking inventory, scheduling jobs, processing payroll, etc.
With time, there were as many independent solutions as there were problems - which is a problem in itself. The various software solutions worked really well but they didn't talk to each other, or use data from each other. Keeping various departments and activities of a business in sync was the next big problem.
Unify & Shares
Unify and Share
There was a need to bring all the disparate programs together. Data needed to flow from one department to another. Analysis using data from multiple departments (using unconnected software) was necessary, but not possible easily. This actually gave rise to a new sort of short-lived solution - Dashboard Creators. They accepted data from multiple sources and provided exported combined analysis. This tended to be 'snapshot focused' and heavily dependent on manual input.
All of this lead to businesses expecting a single solution which connected all their departments, people, processes, and documents in one seamless, real-time application. This was the birth of a new kind of solution - 'modern ERP'.
The Current Situation
The Current Situation
There are hundreds of players in this market. There are the really big ones like SAP and Oracle - which focus on big companies with huge turnovers and big cheque books! Unfortunatley, in the desire to be "all things to everyone", these tend to be cumbersome and miss many of the key Small-Medium Enterprise (SME) requirements.
There are the small and medium industry focused ERP solutions also. There are rigid ones and there are extendable ones, there are modular ones and there are customizable and configurable ones. The variety of these solutions are mind-boggling, the and so are the cost ranges, user friendliness and serviceability.
Cash limitations of many Small and Medium size Enterprises (SME's) tends to restrict and prohibit the purchase and implementation of an ERP system in their business. This in turn limits the company as to which applications and industry sectors the SME can target; the Nuclear Sector being one such causality of limited SME's.