If you’ve ever considered a traceability project, like asset tracking for instance, you’ve probably also done some homework into the different technological ways to implement it, from barcoding to using RFID (radio frequency identification). And possibly, while doing that research, you may have seen some presentations or read some articles or whitepapers that have talked about the “team” of stakeholders required to implement these projects, especially if involving the scale required for a facility, or even multiple facilities. Well if you’re a manager reading this and involved with such an endeavor, I’m writing to tell you, take this stakeholder team thing seriously.
In many respects, there are rational fears in getting a stakeholder team together in the early stages of these projects, like the conceptualization stage for example. These fears include: Blowing the project out of proportion; Creating mission creep; Even derailing the project with the others self-interests. Again, all can be valid and even come true to a certain extent, but the reality is that most, if not all of the time, these same stakeholders will also identify the potential opportunities and pitfalls that will either help build the REAL ROI case, and/or help prevent the unseen wall that will prevent success.
These stakeholders can range from operational management (warehouse to manufacturing, depending on the target), IT, financial, quality, and engineering, just to get the ball rolling. You must always be careful of allowing the project to slip into “decision by committee”, so hold the reins and have the project lead firm in hand. But by bringing their input, you stand to satisfy not only your goal, but likely the shared goals they also have, validating and strengthening the real ROI that will likely exist if traceability is the requirement. You will also likely find that along the way you will bring improvements and efficiencies that will benefit the broader organization as a whole.
Once you’ve established the goal and the real ROI, reinforced by the stakeholder’s inputs, that is the time to bring in the technology pieces to see what best will solve that goal. This is many times were the first mistake can be made. The technology suppliers are brought in too soon and the project becomes technology weighted and a direction assumed before a true understanding of the benefits and goals of the organization are understood. Considering a project manager before bringing in the technology piece is also a great way to be ready when this time comes. When you’re ready for this stage, this will typically involve bringing in the vendors, integrators and so forth. And guess what, I’m certain you’ll find this part so much easier and faster to deal with, and with greater clarity. If you have that clear picture from your team when you bring in your solution providers, you will find the choices and their costs more realistic, and have a better picture of the feasibility of what your organization can implement and support.
Not to kill the thought with a sports analogy, but a team united and pulling for the same goal in the same direction will always win the game, versus each player looking out for just their own goals. So get your team together and enjoy the sweet taste of ROI success all around.
For more information on Traceability visit www.balluff.us/traceability.