Mid-Management

1. The system can collect data and then provide processed information to mid-management to show what is happening. This monitoring allows better informed decisions and gives time to formulate tactics to solve problems. This can lead to better workflows and work ethics increasing efficiency thus reducing costs or increasing output.

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2. The system can manage workflows through controlled stages and guide employee focus through information provided. This reliably takes over some of the work of middle managers, reducing stress and labour costs, and also allowing mid-management to shift more from controlling to mentoring.

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3. With up-to-date information readily available to mid-management the company can reduce response times plus expect higher standards from mid-management. This can lead to better workflows and work ethics, increasing efficiency thus reducing costs or increasing output.

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4. Forecasts based on data available for an integrated system will give the company substantial protection against costly last-minute changes and surprises.

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5. The system can keep watch for specific events, giving notifications and alerts when certain things perform outside their expected range. This provides management extra time to respond saving on potential wastes and losses.

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6. The system can provide modelling tools to experiment with different scenarios and their speculated outcome, for example in scheduling or cash flow. This enables better decisions for avoiding losses or utilising hidden opportunities.

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7. Knowing the system will keep a tireless watch over built-in procedures and workflows can give mid-management some rest and peace of mind. This reduces stress and facilitates better use of mental resources. This can save on labour costs and generate new opportunities.

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8. The system can take over some of the tiresome repetitious decision preparations tasks, for example when huge amounts of data are to be processed for overview. While doing it manually, occasionally, may not be a problem, freeing mid-management from this can make sure that it will be updated regularly and will not be neglected when other work is more pressing. This can save the company from costly mistakes.

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9. The system providing an “immovable machine” face for workflows will make it more difficult for “unruly” staff to negotiate the rules and tasks. This reduces pressure on management, allowing them to focus what is important, saving labour costs.

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10. Standardised processes, best-practices can be built into the system enforcing discipline, improving quality, and providing framework for new staff. This increases efficiency and saves money on training as well.

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11. Based on stored historical data the system can provide reports and statistics facilitating insights into cost or out improvements.

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12. The system can sometimes provide virtual overviews of operations, like showing on shop floor maps the machines running, or employees working, etc. This can translate gathered data into easier formats for the human mind saving time and improving decisions saving labour cost and helps avoid waste.

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​13. Good measurable objectives can be built into the system which then can mirror results back and give feedback to staff. This helps aligning individual and team interests with departmental interest, saving money on lost resources, improves employee satisfaction, efficiency and quality.

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Contents

Section 1

Department-specific benefits

Section 4

Change Management

Section 2

Restructuring benefits

Section 5

System related operational risks

Section 3

Modelling

Section 6

Interconnectedness
of systems

Section 7

Other system gains