¶ … ERP related job?
Analysis of responses received for
How does your level of job difficulty compare after ERP to before ERP?
Analysis of responses received for
How many hours of training did you receive on ERP?
Analysis of responses received for
Which of the following processes does your job include?
Analysis of responses received
How valuable was your ERP training?
Analysis of responses received
Were you performing your current job prior to ERP?
Analysis of responses received for
How long were you in this job role prior to implementation of ERP?
Analysis of responses received for
Did the responsibilities of your job increase or decrease after ERP?
Analysis of responses received for
Question 9. Has ERP helped or hurt your ability to perform your job?
Analysis of responses received for
Question 10. How does the number of steps required to perform your job compare after ERP to before ERP?
Analysis of responses received to question 10
4.13 Question 11. How does the amount of information required for you to perform your job compare after ERP to before ERP? 11
4.13.1 Analysis of responses received for question 11
4.14 Question 12. How has the number of customer orders that you are able to process on a daily basis changed post ERP and compared to pre-ERP? 11
4.14.1 Analysis of responses received for question 12
4.15 Question 13. How has the number of customer orders received on a daily basis changed post ERP? 12
4.15.1 Analysis of responses received for question 13
4.16 Question 14. Are there post ERP tools required to perform your job that you do not have access to? 14
4.16.1 Analysis of responses received for question 14
4.17 Question 15. Are external customers more or less satisfied with the ability of your company to deliver products since implementation of ERP? 14
4.17.1 Analysis of responses received for question 15
4.18 Question 16. Are you rewarded in this job commensurate with others performing a like function? 15
4.18.1 Analysis of responses received for question 16
4.19 Question 17. Have you applied for another job in the last 2 years? 16
4.19.1 Analysis of responses to question 17 16
4.20 Unexpected results of the research 16
4.21 Observation of Customer Order Processing 17
4.22 Trustworthiness and reliability of the data 18
4.23 Summary 19
CHAPTER 5 -Summary, Conclusion, and Recommendations 22
5.1 Introduction 22
5.2 Overview 22
5.3 Challenges Regarding Implementation of ERP System 22
5.4 Significance of Social Change 24
5.5 Conclusions 25
5.6 Research Implications 26
5.7 Reflection on the researcher's experience 26
5.8 Recommendations for action 27
5.9 Recommendations for future research or study 27
5.10 Closing Statement 28
5.11 Summary 28
References 30
APPENDIX A: 34
APPENDIX B. 36
CHAPTER 4-Results
4.1 Introduction
In this chapter the results of the research and the impact that implementation of an ERP system had on the employees and business processes at Sahnisons Manufacturing Company are presented. The study was performed to obtain answers to the following four research questions
1. Why was the organization prompted to integrate the ERP and the SCM systems?
2. How were the integration project managed and what resources were required to manage it?
3. What challenges and obstacles were faced by the organization and how were they solved?
4. What changes were required to the existing processes due to integration?
4.2 The Findings of the Research
An analysis of the responses to each of the survey questions is presented here.
4.3 Question 1. What is your current ERP related job?
The data received with regards to this question are found in table 2 below
Table 1-ERP Job Categories
Job Categories
Qty
Customer Service Representative
14
Inventory Schedule Controller
3
Implementation Team Member
4
Manager
4
4.3.1 Analysis of responses received for question 1
No analysis of data was required for responses to this question. The question was used to determine the number of research participants in each of the job categories in the Sahnisons Manufacturing Company
4.4 Question 2. How does your level of job difficulty compare after ERP to before ERP?
The data received with regards to this question are found in table 2 below
Table 2-Level of job difficulty before and after ERP implementation
Job Categories
About the Same
More Difficult
CSR
0
14 out of 14
ISC
0
3 out of 3
ITM
0
4 out of 4
Mgr
3 out of 14
1 out of 4
Figure 1-Level of job difficulty before and after ERP implementation
4.4.1 Analysis of responses received for question 2.
A review of the responses indicates that the majority of the Customer Service Representatives (CSRs), Inventory Schedule Controllers (ISCs), and Implementation Team Members (ITMs) perceive that their jobs have become more difficult. In contrast, management personnel feel that the levels of difficulty in their jobs are about the same as it was prior to ERP.
When people can't do their jobs in the familiar way and haven't yet mastered the new way, the panic, and the business goes into spasms (Koch, 1999)
4.5 Question 3. How many hours of training did you receive on ERP?
The data received with regards to this question are found in table 3 below
Table 3-Hours of Training received
Job Categories
1-4 hrs
5-8 hrs
9-16 hrs
40+ hrs
CSR
0
0
3 out of 14
11 out of 14
ISC
0
0
0
3 out of 3
ITM
0
0
1 out of 4
3 out of 4
Mgr
0
0
1 out of 4
3 out of 4
4.5.1 Analysis of responses received for question 3
As noted by Sumner, 1999; Welti; 1999; Soh, 2000 and Kelly, 1999, proper training is one of the main critical success factors. An analysis of the information received from the above question indicates that the majority of all personnel performing job roles as CSR, ISC, ITM, and Mgr received at least forty hours of training on ERP. This training varied slightly depending on the job role that the employee was to perform.
4.6 Question 4. Which of the following processes does your job include?
The data received with regards to this question are found in table 4 below
Table 4-Processes performed by each ERP job category
Job Categories
Customer Order Processing
Parts Forecasting Parts
Shipping
All of these areas
CSR
14 out of 14
0
0
0
ISC
0
3 out of 3
0
0
ITM
2 out of 4
2 out of 4
0
0
Mgr
1 out of 4
0
1 out of 4
2 out of 4
4.6.1 Analysis of responses received for question 4
Analyzing the survey responses reveals that each of the job roles included in the research impacts a different part of the overall process of customer order receipt and processing. All job roles, with the exception of management personnel, fulfill a specific part of the overall process to ensure that customer orders are received and processed into the ERP system. Part number schedules must then be accurately forecast to fulfill these orders, for products to be shipped in a timely manner to fill customer requirements.
A customer order, for example, can flow through the system efficiently, rather than journey in paper form, being keyed and rekeyed into different systems along the way. Each time an order is entered into a different system or travels via interdepartmental mail, the possibility of introducing errors or loss increases. Slater (1998) states that it should be easy for anyone to see that a single, enterprise-wide computer system should be cheaper and easier to maintain than a hodgepodge of antiquated Cobol applications from a dozen different vendors. Michel (1997) also described that the use of ERP is critical in improving customer satisfaction.
4.7 Question 5. How valuable was your ERP training?
The data received with regards to this question are found in table 5 below
Table 5-Value of training received.
Job Categories
Not Valuable
Slightly Valuable
Valuable
Very Valuable
CSR
0
0
12 out of 14
2 out of 14
ISC
0
0
2 out of 3
1 out of 3
ITM
0
0
2 out of 4
2 out of 4
Mgr
0
0
4 out of 4
0
Figure 2-Value of training received
4.7.1 Analysis of responses received for question 5
A training plan approach should be developed early in the project and continue well after the implementation phase (Esteves and Pastor, 20004). A review of the answers received for this question reveals that each of the employees in the Sahnisons Manufacturing Company perceive that ERP training was valuable, or very valuable to them in order to perform their respective jobs.
It is evident from previous research that ERP training is usually very expensive because workers almost invariably have to learn a new set of processes, not just a new software interface (Slater, 1998). When people cannot do their jobs in the familiar way, and have not mastered the new way, they often panic, and the business goes into spasms. Wheatley (2000) argues that when ERP implementations go wrong, usually the culprit is discovered as being a lack of prior training. He explains that this is not the technical training of the core team of people who are installing the software, but the education of the broad user community of managers and employees who are supposed to actually run the business with the new system.
4.8 Question 6. Were you performing your current job prior to ERP?
The data received with regards to this question are found in table 6 below
Table 6-Employees performing same job prior to ERP implementation
Job Categories
Yes
No
CSR
14 out of 14
ISC
3 out of 3
ITM
4 out of 4
Mgr
4 out of 4
4.8.1 Analysis of responses received for question 6
All participants in this study were performing their jobs prior to implementation of ERP. This criterion ensured the researcher that all participants would have knowledge of the system and processes both prior to ERP implementation and also afterwards.
Note: There was one new CSR that was ineligible to participate in this research, which reduced the total number of participants in this category to 14.
4.9 Question 7. How long were you in this job role prior to implementation of ERP?
The data received with regards to this question are found in table 7 below
Table 7-Time in job role prior to ERP
Job Categories
< 1 year
1-year
2 years
3 or more yrs
CSR
0
5 out of 14
7 out of 14
2 out of 14
ISC
0
2 out of 3
1 out of 3
0
ITM
0
0
3 out of 4
1 out of 4
Mgr
0
0
0
4 out of 4
4.9.1 Analysis of responses received for question 7
All of the research participants were in their respective jobs for at least 1 year prior to ERP implementation and more than half for more than two years.
4.10 Question 8. Did the responsibilities of your job increase or decrease after ERP?
The data received with regards to this question are found in table 8 below
Table 8-Variation in job responsibilities post ERP
Job Categories
Increased
Decreased
No Change
CSR
13 out of 14
0
1 out of 14
ISC
3 out of 4
0
0
ITM
4 out of 4
0
0
Mgr
2 out of 4
0
2 out of 4
4.10.1 Analysis of responses received for question 8
Almost all of the study participants in the Sahnisons Manufacturing Company experienced an increase in the amount of job responsibilities after implementation of ERP.
4.11 Question 9. Has ERP helped or hurt your ability to perform your job?
The data received with regards to this question are found in table 9 below
Table 9-Variation in the ability of respondents to perform their jobs
Job Categories
Increased
Diminished
No Change
CSR
0
12 out of 14
2 out of 14
ISC
0
2 out of 3
1 out of 3
ITM
4 out of 4
0
0
Mgr
2 out of 4
0
2 out of 4
4.11.1 Analysis of responses received for question 9
The majority of those in the CSR and ISC job roles perceive that ERP has diminished their ability to perform their jobs. Implementation Team Members and Managers perceive that ERP helped them to perform their jobs.
4.12 Question 10. How does the number of steps required to perform your job compare after ERP to before ERP?
The data received with regards to this question are found in table 10 below
Table 10-Variation in the number of steps to perform their job prior to ERP and post ERP
Job Categories
More
Less
No Change
CSR
14 out of 14
0
0
ISC
3 out of 3
0
0
ITM
4 out of 4
0
0
Mgr
1 out of 4
0
3 out of 4
Figure 3-Variation in the number of steps to perform their job prior to ERP and post ERP
4.12.1 Analysis of responses received to question 10
CSR's, ISC's, and ITM's have more steps required to perform their jobs after implementation of ERP than before ERP. Most of the managers experienced no additional steps after ERP.
4.13 Question 11. How does the amount of information required for you to perform your job compare after ERP to before ERP?
The data received with regards to this question are found in table 11 below
Table 11-Amount of information required post ERP compared to pre-ERP
Job Categories
More
Less
No Change
CSR
14 out of 14
0
0
ISC
3 out of 3
0
0
ITM
3 out of 4
0
1 out of 4
Mgr
4 out of 4
0
0
4.13.1 Analysis of responses received for question 11
Most of those in the Sahnisons Manufacturing Company agree that the SAP system used with the ERP implementation requires much more information than the previously used Co-Op legacy system.
4.14 Question 12. How has the number of customer orders that you are able to process on a daily basis changed post ERP and compared to pre-ERP?
The data received with regards to this question are found in table 12 below.
Table 12-Variation in the number of customer orders processed after ERP compared to before ERP
Job Categories
Increased
Decreased
No Change
CSR
0
11 out of 14
3 out of 14
ISC
0
2 out of 3
1 out of 3
ITM
0
2 out of 4
2 out of 4
Mgr
0
1 out of 4
3 out of 4
4.14.1 Analysis of responses received for question 12
After implementation of ERP, the majority of those in the Sahnisons Manufacturing Company are not able to process as many customer orders on a daily basis as previous to ERP implementation.
Prior literature has confirmed that implementing e-business technology results in better performance for firms (Johnson, 2007; Devaraj, 2007; Wu, 2003). Prior literature indicates that e-business technologies assist firms improve operational agility when responding to competitive and dynamic environments (Sambamurthy, 2003)
4.15 Question 13. How has the number of customer orders received on a daily basis changed post ERP?
The data received with regards to this question are found in table 13 below
Table 13-Number of customer orders received post ERP
Job Categories
Increased
Decreased
No Change
CSR
0
7 out of 14
7 out of 14
ISC
1 out of 3
0
2 out of 3
ITM
0
0
4 out of 4
Mgr
0
1 out of 4
3 out of 4
Figure 4-Number of customer orders received post ERP
4.15.1 Analysis of responses received for question 13
Half of the CSRs said the number of customer orders received post ERP decreased, while the majority of the ISCs, ITMs, and Managers saw no change in the number of customer orders received.
The results are not consistent with the previous research as it has been said that E-business technologies provide savings in transaction costs, reduce inventory and establish communication networks between buyers and suppliers (Min and Galle, 1999; Deeter-Schmelz, 2001). These practices do enhance value, exceed customer expectations, and improve reliability including SCM (Goldstein and Schweikhart, 2002; Zhu and Sarkis, 2004; Lin., 2005).
4.16 Question 14. Are there post ERP tools required to perform your job that you do not have access to?
The data received with regards to this question are found in table 14 below.
Table 14-ERP tools required post ERP that were not available
Job Categories
Yes
No
CSR
1 out of 14
13 out of 14
ISC
0
3 out of 3
ITM
0
4 out of 4
Mgr
0
4 out of 4
4.16.1 Analysis of responses received for question 14
Within the Sahnisons Manufacturing Company, no ERP tools were required to perform jobs that were not available. This shows that employees have already got training in the field.
4.17 Question 15. Are external customers more or less satisfied with the ability of your company to deliver products since implementation of ERP?
The data received with regards to this question are found in table 15 below.
Table 15-Customer satisfaction after implementation of ERP
Job Categories
More
Less
No Change
CSR
0
6 out of 14
8 out of 14
ISC
0
1 out of 3
2 out of 3
ITM
3 out of 4
0
1 out of 4
Mgr
1 out of 4
0
3 out of 4
Figure 5-Customer satisfaction after implementation of ERP
4.17.1 Analysis of responses received for question 15
There were mixed responses to this question. Most of the customer service Representatives and Inventory Schedule Controllers (58.8%) perceive that external customers are not experiencing any change in their level of satisfaction with product delivery; however, 41.1% of the CSRs and ISCs perceive that customers are actually less satisfied. The majority of ITMs (75%) feel that the customer is more satisfied with product delivery while 75% of the managers feel that there is no change.
4.18 Question 16. Are you rewarded in this job commensurate with others performing a like function?
The data received with regards to this question are found in table 16 below.
Table 16-Rewards compared to others performing like functions
Job Categories
Yes
No
CSR
6 out of 14
8 out of 14
ISC
0
3 out of 3
ITM
3 out of 4
1 out of 4
Mgr
1 out of 4
3 out of 4
4.18.1 Analysis of responses received for question 16
The majority of CSRs and ISCs perceive that they are not rewarded or compensated commensurate with others performing a like function, whereas ITM and managers perceive that they are.
4.19 Question 17. Have you applied for another job in the last 2 years?
The data received with regards to this question are found in table 17 below.
Table 17-Jobs applied for in past 2 years
Job Categories
Yes
No
CSR
0
14 out of 14
ISC
0
3 out of 3
ITM
0
4 out of 4
Mgr
0
4 out of 4
4.19.1 Analysis of responses to question 17
None of the participants in the study have applied for another job in the last 2 years.
4.20 Unexpected results of the research
The researcher thought that most managers in the Sahnisons Manufacturing Company would have expected to see an increase in the level of customer satisfaction for product delivery after implementation of ERP. The results of the research reveal that after implementation of ERP, as indicated in question 15, the majority of managers perceive that there is no change in the level of customer satisfaction. One of the selling features for ERP systems is to integrate fragmentation of information in large business organizations. If the systems are fragmented in an organization, then the business is fragmented. (Davenport, 1998). The process of data integration should allow disparate parts of the organization to function more efficiently; hence, a higher level of customer satisfaction is expected.
4.21 Observation of Customer Order Processing
Logistics
Sales,
Sales screen
Order
CreateThe researcher made arrangements to observe the actual processing of several customer orders. The process began with a review of the customer request for quotation. This is a document received from a customer and requests that the company provide a quote for one or more specific items. These are delineated by what is known as a part number. The CSR receives the customer order and compares it to the information previously provided in the request for quotation (RFQ). If the information is correct, the order is processed into the ERP system. If the information is not correct, the CSR rejects the order and notifies the customer and explains the reason for the rejection. ERP is a menu driven system, meaning that the various screens are accessed by following a specific menu path. After a review of the customer order, the CSR must determine the type of order to be entered into the system. Various order types are: standard, free of charge, military, quoted, pick-up, and consignment. Each of the order types has a specific code and method of entry. The order is processed by following the screen path;
The CSR can then enter all of the "order-header" information, such as the order number, who the items are being sold to, where the items are to be shipped to, each item line number for tracking purposes, each items name, and the quantity required for each item, the price for each item, and the delivery rate for each item. If the availability of an item has changed since it was quoted to the customer, the CSR must take steps once again to determine when the item can now be made available. After the order has been completely entered into the SAP system, the customer must be informed of the change in delivery for that specific part number. If the customer is not satisfied with the change in delivery schedule, they may request that the item be cancelled. The CSR continues to enter information pertaining to payment for the items. Orders might be paid for by cash, check, credit card, or charged to a specific bank account. This information must all be entered. The CSR must now enter all specific text notes pertaining to delivery of each item requested in the customer order. Some items require special packaging for outside storage, others depending on various environments in which the items will be stored prior to usage. The time and number of steps to complete entry of each customer order monitored varied depending on the type of order, number of items being requested, special packaging requirements, special payment arrangements, part availability, and proficiency of the CSR entering the data.
4.22 Trustworthiness and reliability of the data
All data obtained were found to be trustworthy through the process of data triangulation. A research questionnaire was used to establish a core set of questions for person-to-person interviews. After interviews were completed, the researcher actually observed the processing of several customer orders into the SAP system. The combined process of questionnaire review and analysis, and the process of observing customer orders being entered into the operating system improves the trustworthiness and credibility of the data obtained.
4.23 Summary
The primary results of the research performed in this study indicate that technology has brought about significant change in employee motivation, operating processes and procedures, and the ability of employees to perform their jobs. The research findings also indicate that there is a direct correlation between the impact of ERP on employee performance, employee job satisfaction, and the employees' ability to accurately process customer orders received in a timely manner. For example, if an employee is very concerned about performing at a high level of accuracy and efficiency on the job, and for whatever reasons, finds this hard to do because of a change in technology, both job satisfaction and job performance might suffer. This conforms to the theory that Moorehead and Griffin (1992) present with the formula P = f (M+A+E) where performance is a function of motivation, ability and environment. Several techniques have been developed for measuring job satisfaction, including critical incidents, but by far the most popular device has been questionnaires, often called attitude or opinion surveys (Moorhead, Griffin, 1992, p. 114).
Bancroft (1998) and Gupta (2000) also pointed out to this issues that on of the major problems with ERP implementations is resistence to change. Replicating existing policies, procedures and practices is a sure path to failure (Frank, 2000). Allowing the employees to help develop the new processes will increase the "buy in" of the new system (Martin and Ching, 1999).
The questions presented to each of the research participants, were structured to obtain information pertaining to the attitude and hence the job satisfaction of the individual participant. After a determination of what each research participants job role was, the researcher sought to understand their perception of the jobs level of difficulty prior to implementation of ERP and also post ERP. The analysis in Chapter 4 of the research indicates that although different job roles require use of the SAP system in a different manner, 22 out of 25 participants, (88%) perceive that their jobs are more difficult post ERP. Moorhead, Griffin (1992) explain that there are five major organizational factors toward which employees form attitudes: pay, opportunities for promotion, the nature of the work itself, policies and procedures of the organization, and working conditions. Further investigation reveals that employees participating in the study perceived that they are not being adequately compensated for the amount of work that they perform, however when this information is synthesized with the other factors such as whether they have performed this job prior to ERP and whether they have applied for anther job indicate that there must be a high level of job satisfaction present in this research department.
ERP systems are advertised as offering significant benefits to a company. Some of the benefits are stated at such high levels that senior management believes that the workforce can be reduced due to the lack of maintaining multiple computer systems and the integration of all data. This was validated based on information provided to the researcher from an anonymous source. The findings from this research reveal that there are key systemic and human variables that play as much a part, if not more so, than the ERP computer system itself. Some of these are: (1) More data are available for managers to make faster and better decisions. However, these data must be entered first into the system; and the process to do this is tedious, time consuming, frustrating, and still includes an element of human error. (2) Employee job satisfaction with the ERP system is subjective depending on the job role that the employee performs. (3) System cost and time required to implement such a system does not guarantee improved product delivery or customer satisfaction. (4) Employees in the CSR and ISC roles play a much greater role in assuring that all data entered into the system are accurate, and maintained. As stated by Bradely (1999) that one of the primary objectives for installing ERP as well as one of its principal benefits is the ability to integrate business processes.
Individuals in job roles that only utilize these data have different opinions of the system and the benefits that it yields as was indicated in interviews with managers. In Chapter 5, a summary of the research findings, conclusions, and recommendations are presented.
CHAPTER 5 -Summary, Conclusion, and Recommendations
5.1 Introduction
Chapter 5 of this research study provides a brief overview of why and how the research was performed, and reviews the questions or issues being addressed. It will also provide a summary of the research findings, present a recommendation for further research in a related area, and close with a statement that will caution managers in organizations anticipating upgrading their current information technology to Enterprise Resource Planning (ERP) systems. Findings will be discussed in light of the conceptual framework from Chapter 1 and the significance of social change will be addressed.
5.2 Overview
The purpose of this research was to investigate the challenges and actual effect that implementation of ERP at Sahnisons Manufacturing Company had on its employees transitioning from a multiple computer type legacy system to a unified Enterprise Resource Planning (ERP) system. The questions that this research sought to answer were:
1. Why was the organization prompted to integrate the ERP and the SCM systems?
2. How was the integration project managed and what resources were required to manage it?
What challenges and obstacles were faced by the organization and how were they solved?
3. What changes were required to the existing processes due to integration?
5.3 Challenges Regarding Implementation of ERP System
New advancements in technology have changed virtually everything around us, and it is necessary that we understand this change if we want to go beyond our competition and remain leaders in our respective industries (Burrus, 1993). Burrus goes on to say, "Just as our ancestors learned to use basic tools like hammers and crowbars, it is time for us to understand that no matter how complex technology may appear to be, it too is but a tool that must be mastered" (p. 47). In order for modern companies to make the best use of these new tools, they must forget the old methods and rules and then learn to understand a completely new set of methods and rules. Sahnisons Manufacturing Company was like most modern companies. Most of the planning that took place was based on the trends and knowledge gained from previous experiences. After implementation of ERP, managers within Sahnisons Manufacturing Company realized that virtually all of the processes they had been previously using had been changed, job roles had changed, new skill sets and behaviors were now required. In essence it was like working for a new organization. The research performed as referenced in Chapter 4 of this study indicates that employees were now better able to recognize the "big picture" and understand more fully how their actions affected the overall outcome of the order processing system.
Prior to implementation of ERP, many of the individual departments of the organization had their own computer system, and this system did not interact on a larger scale with other computer systems. ERP changed all of this, and integrated all of the fragmented computer systems, departments, and employee work related activities. In addition to integrating these elements of the organization, ERP integrated the fragmented social structure of the organization by requiring users of the system to interact with other personnel in order for them to complete their own assigned work tasks. Prior to implementation of ERP, when a user considered a task complete in their department, they perceived that if problems did not appear in their system, that there were no problems to be considered. The integrated features of ERP allowed users to see processes from a more systemic perspective. This resulted in users realizing that problems in one part of the system might be reflected throughout the entire system.
5.4 Significance of Social Change
For many years some of the behaviors found in the traditional workforce have sought to stymie change within many of our organizations. Senior employees have often confronted new employees with statements such as (1) don't rock the boat, the way to get along is to go along, (2) what we're doing now is good enough, or (3) I'm close to retirement and I'm not going to change now. In order to remain competitive in changing markets, organizations must adopt a new philosophy of flexibility. Because certain processes and methods have been previously used in a specific manner does not mean that these are the only, or necessarily the best methods to use. When the tools of a trade change, it seems prudent that methods, processes, and rules required to operate effectively within the new framework will change also. Failure to change could mean lost or missed opportunities for the entire organization.
Enterprise Resource Planning (ERP) is an area that many companies will continue to pursue as society moves more and more into a computer controlled environment. (Mukhopadhyay, 1995) A firm understanding of this discipline will prove to be immensely valuable to business managers as their companies strive to maintain a competitive advantage while satisfying changing customer requirements. The use of Enterprise Resource Planning systems will necessitate that employees start to consider a circle of influence between the processes that they work with and start to think more systemically than was required with previously used legacy systems.
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