Exploring reasons behind low usage of ERP in Plant Maintenance in an engineering workshop

Exploring reasons behind low usage of ERP in Plant Maintenance in an engineering workshop | Research Square window.SnipcartSettings = { analytics: { enabled: false } }; (function() { var accessVector = localStorage.getItem('access_vector') || ''; window.dataLayer = window.dataLayer || []; if (accessVector) { window.dataLayer.push({ user: { profile: { profileInfo: { snid: accessVector } } } }); } })(); (function(w,d,s,l,i){w[l]=w[l]||[];w[l].push({'gtm.start':new Date().getTime(),event:'gtm.js'});var f=d.getElementsByTagName(s)[0],j=d.createElement(s),dl=l!='dataLayer'?'&l='+l:'';j.async=true;j.src='https://www.googletagmanager.com/gtm.js?id='+i+dl;f.parentNode.insertBefore(j,f);})(window,document,'script','dataLayer','GTM-K279D39R'); Browse Preprints In Review Journals COVID-19 Preprints AJE Video Bytes Research Tools Research Promotion AJE Professional Editing AJE Rubriq About Preprint Platform In Review Editorial Policies Our Team Advisory Board Help Center Sign In Submit a Preprint Cite Share Download PDF Research Article Exploring reasons behind low usage of ERP in Plant Maintenance in an engineering workshop ARKA CHATTERJEE, Jagannath De This is a preprint; it has not been peer reviewed by a journal. https://doi.org/ 10.21203/rs.3.rs-4534310/v1 This work is licensed under a CC BY 4.0 License Status: Posted Version 1 posted You are reading this latest preprint version Abstract Maintenance in an asset intensive industry like steel significantly affects its organizational efficiency along with other critical areas like safety, reliability, environment etc. This study has been carried out in an engineering workshop of an integrated steel plant of a public sector behemoth. Here, ERP (Enterprise Resource Planning) had primarily rolled out in three modules- plant production (PP), materials management (MM) and plant maintenance (PM) in 2010. Despite the multiple benefits that can be accrued, it is observed that the system has not percolated seamlessly across the organization. Seamless diffusion had been interrupted over the last decade due to host of internal and external factors. This paper is not a study about the binary adoption (yes/ no) of the ERP system. This paper explores the usage levels of the system in plant maintenance and focuses on the reasons of low diffusion. Enterprise Resource Planning Plant Maintenance Maintenance Performance End User Change management Introduction Organizations aim to enhance profitability through increasing production levels & reducing costs, and at the same time focussing on safety in its processes. In this context, maintenance of their assets becomes very critical. As the complexity of the maintenance increases, the required quality level of maintenance management increases too. The increase in competitiveness across organizations has led to implementation of Enterprise Resource Planning systems, which aim to streamline processes and integrate them. Since ERP rolled out in this engineering workshop (present context of study) in 2009-10, thousands of records have been created in the system- primarily in the three modules of plant production, materials management and plant maintenance. With sufficiently good amount of data, it is important that it gets translated into useful information for analysis by the senior management. However, it remains to be seen whether we have been able to effectively utilize the systems and reap dividends in the past decade. Kujala [ 1 ] explained that despite the huge investments in ERP systems, failures in implementation have been noted in many organizations. It is obvious from this work that the benefits of ERP systems depend partially on how they are perceived by end users. Despite the multiple benefits that can be accrued, it has been observed that the system has not percolated seamlessly across the organization. Abugabah, Sanzogni & Poropat [ 2 ] studied that one of the major reasons of failure to implement ERP successfully is the lack of understanding of users’ requirements. This present study is not about just a binary adoption of the system. This shall be an attempt to focus on the current usage levels of the ERP system, the reasons behind the low diffusion levels and change management approaches/ strategies through which the users’ mindset can be changed to promote ERP usage and subsequently improve maintenance productivity. Kee-Young and Jae-Nam [3] in 2008 studied that ERP systems are often associated with fundamental change in organizational processes that involve different stakeholders. Their effective implementation therefore involves change management strategies and a holistic understanding of the organizational culture. Al-Mudimigh, Zairi and Al-Mashari [ 4 ] in their study in 2001 opined that change management, when it comes to adopting an ERP system, are “activities, processes and methodologies that support employee understanding and organizational shifts” during the implementation of ERP systems and reengineering initiatives. Despite the advantages of ERP system, it faces resistance to change during transition to another system as opined by Tarhini et al., 2015 [ 5 ] and Finney and Corbett, 2007 [ 6 ] resulting in implementation difficulties because of employees' resistance. Leon [ 7 ] in 2008 mentioned that 13%, 69% and 28% failure rate of the ERP systems as a result of technological issues, people and method respectively. Therefore, attention should be paid towards the stakeholders of change strategy. Moohebat et al. [ 8 ] in their article in 2010 under the title of "A Comparative Study of Critical Success Factors (CSFs) in Implementation of ERP in Developed and Developing Countries" showed that change management considered being the most of important factor in developed countries in implementation of ERP in developed and developing countries. The Critical Success Factors identified by Hamzah Altamony et al. [ 9 ] in their study in 2016 were also analysed. Present context of study The engineering workshop in the present study strives to be entirely ERP compliant. All notifications from customers are raised in the PM (Plant Maintenance) module indicating user’s scope of work, required by date and other details in regards to the reclamation job. On the other hand, when a new manufacturing needs to be carried out, a Stock Transfer Order is raised in the PP (Production Planning) platform. The Planning Cell of the engineering workshop creates a work order in the system, which re-routes the job across different sections. Apart from the operational jobs, the assets in this engineering shop are maintained by the Maintenance crew. The maintenance notifications need to be raised by the operators and work orders are planned, completed and updated by the maintenance personnel. There lies the scope of capturing breakdown data (breakdown details, opening date, closing date, components consumed etc.) in the maintenance order. These essentially serve as inputs for maintenance archives. Into a decade of using ERP in daily business processes, it has been understood that implementation of an ERP system is not a goal but a journey towards the goal. Even though ERP has been successfully implemented way back in 2010, this goal shall not be realized until the system is completely used by one and all. The study titled “Improving Maintenance Productivity through Proper Planning: Wrench Time Analysis in an Engineering Workshop of an Integrated Steel Plant” [ 10 ] had identified metrics to assess maintenance productivity. These Key Performance Indicators (KPIs) may either be leading or lagging. Lagging KPIs fail to yield fruitful results since they are results of an outcome and are essentially long-term. On the other hand, leading KPIs, which are essentially process assurance metrics, need to be monitored regularly. These can be easily monitored, provided, they are captured diligently in the ERP-Plant Maintenance module. These are addressed through the elements like Work Identification, Work Planning & Quality of Planning, Work Execution, Follow-up and Performance Study. Sustained improvement in ERP usage shall help in capturing data for these KPI elements and aid in regular monitoring. The author, in the course of his research, made several observations. Most sections in the engineering workshop have their complete asset hierarchy list while in some others, it is still incomplete. In areas where hierarchy list exists, it is mostly at the equipment level. Component level drill down has not been explored in almost all cases. Task lists related to TB, LU, IN (Time based, Lubrication, Inspection) activities are not entirely updated. In case of sections/ departments where TB/LU/IN lists are updated, they are not followed diligently every day. Compliance levels are drastically low, even below 30% in some areas. Breakdowns, which should otherwise be raised as a notification in the system by the operation crew, still continue, in most cases as a telephonic reporting or paper based complains. This has a far reaching effect. Most maintenance jobs, therefore, go undocumented and unaccounted. Maintenance orders, generated thereafter, are essentially covering activities which seldom capture the work done, modifications made, labour and material costs incurred etc. These get lost in the long run and the purpose of maintaining a maintenance library gets defeated. Specific Goals of the research Objective 1: The first objective is to study the degree of success of implementation of ERP in plant maintenance in the workshop and to understand the determinants that contribute to the system’s success. Objective 2: The second objective is to identify the cultural and technical barriers behind low usage of ERP in Plant Maintenance (if observed) among end users. Study of Critical Success Factors Critical Success Factors as the name implies are crucial and need to be addressed to achieve organizational goals. Elmeziane. K, et al. [ 11 ] in their study in 2011 introduced several critical success factors for successful ERP implementation. These are: Teamwork and Composition, Top Management Support, Business Process Re-engineering, Effective Project Management, User Involvement, Education and Training and Suitability of Software and Hardware. In a similar survey from Deloitte in 2005 [ 12 ], information from twenty nine different firms was reviewed to look at the critical factors for change management strategy that play an important role in ERP implementation success. This illustrates that the area of change management success factors has common components. The nature of response in the 2005 survey was as follows. The change management factor contributing to the success of ERP implementations was the involvement and support of project leadership (87%). Ensuing most important success factor was a spotlight on deployment (83%), followed by End-User training (70%). Deployment activities embody using Super Users/Power Users to roll out the ERP resolution and providing end-user support when the ERP implementation. Surprisingly, just (40%) of respondents felt that the involvement of organizational leadership was an important success factor, a similar level as team effectiveness. Finally, just (20%) of respondents attributed success to the culture of the organization. Among these CSFs, few of them which were critical in the present study have been reviewed and have been the tools for designing the survey questionnaire. Design of Survey Questionnaire and Survey Outcome: In order to study the degree of success of implementation of ERP in plant maintenance in the workshop and to understand the determinants that contribute to the system’s success and the cultural and technical barriers responsible for low usage of ERP in Plant Maintenance, a survey was conducted among end-users of the Plant Maintenance module. The first section of the questionnaire covered the demographic data of the respondents. It is important to collect data about the end users in an ERP environment. This section includes data on age, length of usage of ERP, domain of work, position and work experience. The next sections have been designed based on the following perspectives (intention to use, perceived usefulness of the system, functionality of the system, available support). The functionality section has been further segregated into aspects like rating of preventive/ lubrication/ inspection requirements, work order functionalities, and materials management functionalities. The questions are framed in the form of a statement with which the respondent has to agree or disagree on a 10-point Likert Scale. The survey was designed using Google Forms and administered online among ERP end users in the engineering workshop, the management of the department and the maintenance departments which are direct customers of this engineering shop. The questionnaire was designed to take no longer than 10 minutes to complete. The participants were informed that responding in this survey was purely voluntary and that no request for sensitive or confidential information was being made. 80 respondents participated in the survey. This included 56 staff involved in maintenance planning & execution, operations and 24 executives of the plant. The age-mix ranged from 25 to 55. Their years of experience ranged from 3 to 10 as end users. (See Table 1) When respondents were asked about their feedback on individual impact of ERP, 70% of them agreed that they have learned about departmental processes due to the presence of ERP. 73% of the respondents opined that usage of ERP in plant maintenance enhanced their awareness and recall of job related details. However, only 39% agreed that they used ERP to enhance their decision making effectiveness which is a major indication that data generated from system is seldom analysed. 83% of respondents said that Plant Maintenance module in ERP helps to increase maintenance productivity. The areas or aspects of ERP which were surveyed are modified from the work of Alzoubi [ 13 ]. In another work, Kayasth [ 14 ] has also studied the implementation of ERP in an Indian public sector power major and this study served as a precursor to the present work. Feedbacks of the respondents were sought on the quality of service/ assistance provided by the IT department. Mixed opinion was received in this regard. 70% of the respondents agreed to have received prompt service from the IT help desk. They accepted that their issues were resolved and the IT department delivered what they promised to deliver. However, 77% of the .respondents complained that very few training sessions were organized by the IT department to brush up the knowledge/ skills. When questioned about the quality of information the end users received from the ERP platform, the responses were positive. 81% of respondents said that the information was easy to understand and always available. However, 63% opined that though data is timely available, outputs sometimes are not of desired accuracy. This is attributable to the fact that layouts can be customized and different end users chose differently. 78% of end users agreed that the maintenance module is user friendly and easy to learn. However, the age group of these respondents lies between 25 and 35. End users above the age of 50 expressed their difficulty in comprehending or recalling the transaction codes, fields and screens. It was understood that low usage of ERP exists due to resistance. It is usually because users don’t understand why they are doing certain tasks in the maintenance module, or they are uncertain on how to perform these tasks, and they may not see the benefit for the organization. As a result, important data is simply not entered. Focusing on educating the organization on the what, who and why will help to create permanent change. In addition, it is important to follow up on improvement activities to sustain or drive further improvement. Change Management to drive transformation Change management is usually defined as the process that includes creating a perception that change is definitely required, then transforming it toward favourable behaviour among all concerned, and then maintaining that favourable behaviour so that it becomes a sustained habit. It is therefore very important to adopt the right strategic changes. Sieber and Nah [ 15 ] in 1999 proposed the recurring improvisational change strategy as a useful technique for identifying, managing, and tracking changes in implementing an ERP system. They classified Change Management in three stages- Anticipated change which is planned and occurs in intended time, Emergent change which is not originally anticipated or intended and arises spontaneously and Opportunity based change which is introduced purposefully. Aladwani [ 16 ] suggested very effective and popular change management strategies that are adaptable to the ERP implementation context. He categorized these changes in three phases- knowledge formulation, strategy implementation, and status evaluation to overcome users’ resistance to change. This study assumed that change management and management support should influence system awareness, feelings towards the system, and therefore the intention to adopt that system for end users. As is understood from the study of Kemp and Low [ 17 ] in 2008 , change management is needed to organize users for the introduction of the new systems, cut back resistance towards the system and influence user attitudes towards change. Zafar et al. [18] in 2006 proposed a model for managing user resistance and successful ERP implementation which focuses on correlation of resistance to changes and end user satisfaction and achievement of goals. Kerimoglu and Basoglu [19] in 2006 proposed a model for optimizing change management and implementing ERP successfully and recommended that gaps between technology, human resource and organization culture need to be minimized. Trieu and Kuzic [ 20 ] in 2010 mentioned in their study that the following elements of change management strategies: top management support, project champions, effective communication, clear systematic plans and effective training/knowledge are common to successful ERP implementations. This current paper has explored employee-raised facts, beliefs and values, which are important indicators of what may cause the resistance to change. For example, some users believed that their jobs will be threatened by the new system, or that they will not know how to perform the task within the scope of such a system. This caused neglect in the use of the PM module. Other users raised issues about their lack of penetration of IT skills or inability to use the computer efficiently. Many opined that they have spent many years doing an excellent job without help from an ERP system. In the present study, considering the lacunae in transformation, the management in the engineering shop realized that it is important that the department goes through a carefully planned strategy that is based on well defined methodology. Several change management models were studied to devise a strategy to enhance diffusion of the ERP systems across the cross section of the collective. After comparing and analysing these models as detailed in the forthcoming sections, the author proposed a new model to drive change in the organization based on the following three pillars- a) Building awareness about the benefits of the system, b) Building a competency framework based on Knowledge, Attitude and Skills and c) Reinforcement and Sustenance to pave the way forward. The story of transformation and results of enhanced ERP usage are beyond the scope of this paper. Conclusion Although there have been hindrances in the implementation and beyond, the management of the engineering shop is geared up to overcome the challenges. An individual's motivation to learn and use the ERP system effectively and an individual's effective use of the ERP system have been identified as output variables of this study which needs to be monitored in forthcoming days. Equipment repair history is crucial to improve reliability reporting of assets. The importance of capturing and assigning this history to the correct equipment is quintessential. All these years since 2009-10, this capturing of historical data was missing or lacking in this engineering workshop. Over the last year, the system has become more useful as the historical data gets building up. Performance and utilization measurements are another way to see where utilization gaps still exist. Important measurements for Plant Maintenance ( Percentage of Planned vs. Reactive Work, Schedule Loading and Compliance percentages, Overtime Hours/Cost percentages, PM Schedule Compliance, as well as how much was spent on maintenance for the various production units, support areas, systems, equipment groups/classes) are being captured diligently. In future, this information shall be analysed and utilized further to understand MTBF, MTTR and focus on Failure Mode effects Analysis. Declarations Compliance with Ethical Standards All accepted principles of ethical and professional conduct have been followed during the course of research. The study involves human participants as end users of ERP. Their perception has been sought using an online questionnaire. The participants were informed that responding in this survey was purely voluntary and that no request for sensitive or confidential information was being made. No animals were harmed in the course of study. No potential conflicts of interest (financial or non-financial) exist in this research work. The authors did not receive support from any organization for the submitted work. The authors have no relevant financial or non-financial interests to disclose. No organization shall gain or lose financially through publication of this manuscript. References Kujala, S. (2008). Effective user involvement in product development by improving the analysis of user needs. Behaviour & Information Technology, 27(6), 457–473. Abugabah, A., Sanzogni, L., & Poropat, A. (2009). The impact of information systems on user performance: A critical review and theoretical model. Proceedings of the International Conference on Information Systems (ICIS), 809–819. Kee-Young Kwahk, Jae-Nam Lee, The role of readiness for change in ERP implementation: Theoretical bases and empirical validation, Information & Management, Volume 45, Issue 7, 2008, Pages 474-481, ISSN 0378-7206 Al-Mudimigh, A.S. & Zairi, Mohamed & Al-Mashari, M. (2001). ERP Software implementation: An integrative framework. Tarhini, A., Ammar, H., Tarhini, T. & Masa’deh, R. (2015). Analysis of the Critical Success Factors for Enterprise Resource Planning Implementation from Stakeholders’ Perspective: A Systematic Review. International Business Research, 8 (4), 25-40. Finney, S., & Corbett, M. (2007). ERP Implementation: A Compilation and Analysis of Critical Success Factors. Business Process Management Journal, 13 (3), 329-347. Leon, A. (2008). Enterprise Resource Planning, 2nd Edition, McGraw-Hill, New Delhi, India. Moohebat, M., Asemi, A., & Jazi, M. (2010). A Comparative Study of Critical Success Factors (CSFs) in Implementation of ERP in Developed and Developing Countries. International Journal of Advancements in Computing Technology, 2(1), 99-110. Hamzah Altamony et al, (2016), International Journal of Business Management and Economic Research(IJBMER), Vol 7(4), 690-703 Chatterjee, A., De, J. (2023). Improving Maintenance Productivity Through Proper Planning: Wrench Time Analysis in an Engineering Workshop of an Integrated Steel Plant. In: Manik, G., Kalia, S., Verma, O.P., Sharma, T.K. (eds) Recent Advances in Mechanical Engineering. Lecture Notes in Mechanical Engineering. Springer, Singapore. Elmeziane K., Chuanmin S., and Elmeziane M., (2011). The importance of critical success factors of enterprise resources planning implementation in China, Bus. Manage. Dynamics, 1, 1-10. Deloitte. (2005). ERP Change Management Survey, The Gullup Leadership Institute, USA. Mohammad Alzoubi. 2016. Evaluating the Enterprise Resource Planning (ERP) Systems’ Success at the Individual Level of Analysis in the Middle East. Doctoral dissertation. Nova South-eastern University. Retrieved from NSU Works, College of Engineering and Computing. (957) Kayasth S, Making Best Use of MIS in ERP, Conference Paper, February 2013, Indian Power Stations 2013 Sieber, Michelle and Nah, Fiona, "A Recurring Improvisational Methodology for Change Management in ERP Implementation" (1999). AMCIS 1999 Proceedings. 275. Aladwani, Adel. (2001). Change Management Strategies for Successful ERP Implementation. Business Process Management Journal. 7. 266-275 Kemp, M.J. and Low, G.C., (2008) “ERP Innovation Implementation Model Incorporating Change Management,” Business Process Management Journal, 14(2), pp. 228-242 Zafar, A., Zbib I., Arokiasamy S., Ramayah T., & Chiun, L. (2006). Resistance to Change and ERP Implementation Success: The Moderating Role of Change Management Initiatives. Asian Academy of Management Journal, 11(2), 1-17. Kerimoglu, O., & Basoglu, N. (2006). Optimizing the Change Management of Enterprise Resource Planning Systems Implementations. Proceedings of the Technology Management for the Global Future Conference. 8-13 July, Istanbul, Turkey Trieu, H., & Kuzic, J. (2010). Change Management Strategies for the Successful Implementation of Enterprise Resource Planning Systems. Proceedings of the Second International Conference on Knowledge and Systems Engineering, 178-182. 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In this context, maintenance of their assets becomes very critical. As the complexity of the maintenance increases, the required quality level of maintenance management increases too. The increase in competitiveness across organizations has led to implementation of Enterprise Resource Planning systems, which aim to streamline processes and integrate them.\u003c/p\u003e \u003cp\u003eSince ERP rolled out in this engineering workshop (present context of study) in 2009-10, thousands of records have been created in the system- primarily in the three modules of plant production, materials management and plant maintenance. With sufficiently good amount of data, it is important that it gets translated into useful information for analysis by the senior management. However, it remains to be seen whether we have been able to effectively utilize the systems and reap dividends in the past decade. \u003cb\u003eKujala\u003c/b\u003e [\u003cspan citationid=\"CR1\" class=\"CitationRef\"\u003e1\u003c/span\u003e] explained that despite the huge investments in ERP systems, failures in implementation have been noted in many organizations. It is obvious from this work that the benefits of ERP systems depend partially on how they are perceived by end users.\u003c/p\u003e \u003cp\u003eDespite the multiple benefits that can be accrued, it has been observed that the system has not percolated seamlessly across the organization. \u003cb\u003eAbugabah, Sanzogni \u0026amp; Poropat\u003c/b\u003e [\u003cspan citationid=\"CR2\" class=\"CitationRef\"\u003e2\u003c/span\u003e] studied that one of the major reasons of failure to implement ERP successfully is the lack of understanding of users’ requirements. This present study is not about just a binary adoption of the system. This shall be an attempt to focus on the current usage levels of the ERP system, the reasons behind the low diffusion levels and change management approaches/ strategies through which the users’ mindset can be changed to promote ERP usage and subsequently improve maintenance productivity.\u003c/p\u003e \u003cp\u003e \u003cb\u003eKee-Young and Jae-Nam [3]\u003c/b\u003e in 2008 studied that ERP systems are often associated with fundamental change in organizational processes that involve different stakeholders. Their effective implementation therefore involves change management strategies and a holistic understanding of the organizational culture. \u003cb\u003eAl-Mudimigh, Zairi and Al-Mashari\u003c/b\u003e [\u003cspan citationid=\"CR3\" class=\"CitationRef\"\u003e4\u003c/span\u003e] in their study in 2001 opined that change management, when it comes to adopting an ERP system, are “activities, processes and methodologies that support employee understanding and organizational shifts” during the implementation of ERP systems and reengineering initiatives. Despite the advantages of ERP system, it faces resistance to change during transition to another system as opined by \u003cb\u003eTarhini et al., 2015\u003c/b\u003e [\u003cspan citationid=\"CR4\" class=\"CitationRef\"\u003e5\u003c/span\u003e] and \u003cb\u003eFinney and Corbett, 2007\u003c/b\u003e [\u003cspan citationid=\"CR5\" class=\"CitationRef\"\u003e6\u003c/span\u003e] resulting in implementation difficulties because of employees' resistance. \u003cb\u003eLeon\u003c/b\u003e [\u003cspan citationid=\"CR6\" class=\"CitationRef\"\u003e7\u003c/span\u003e] in 2008 mentioned that 13%, 69% and 28% failure rate of the ERP systems as a result of technological issues, people and method respectively. Therefore, attention should be paid towards the stakeholders of change strategy. \u003cb\u003eMoohebat et al.\u003c/b\u003e [\u003cspan citationid=\"CR7\" class=\"CitationRef\"\u003e8\u003c/span\u003e] in their article in 2010 under the title of \"A Comparative Study of Critical Success Factors (CSFs) in Implementation of ERP in Developed and Developing Countries\" showed that change management considered being the most of important factor in developed countries in implementation of ERP in developed and developing countries. The Critical Success Factors identified by \u003cb\u003eHamzah Altamony et al.\u003c/b\u003e [\u003cspan citationid=\"CR8\" class=\"CitationRef\"\u003e9\u003c/span\u003e] in their study in 2016 were also analysed.\u003c/p\u003e "},{"header":"Present context of study","content":"\u003cp\u003eThe engineering workshop in the present study strives to be entirely ERP compliant. All notifications from customers are raised in the PM (Plant Maintenance) module indicating user’s scope of work, required by date and other details in regards to the reclamation job. On the other hand, when a new manufacturing needs to be carried out, a Stock Transfer Order is raised in the PP (Production Planning) platform. The Planning Cell of the engineering workshop creates a work order in the system, which re-routes the job across different sections. Apart from the operational jobs, the assets in this engineering shop are maintained by the Maintenance crew. The maintenance notifications need to be raised by the operators and work orders are planned, completed and updated by the maintenance personnel. There lies the scope of capturing breakdown data (breakdown details, opening date, closing date, components consumed etc.) in the maintenance order. These essentially serve as inputs for maintenance archives.\u003c/p\u003e\u003cp\u003eInto a decade of using ERP in daily business processes, it has been understood that implementation of an ERP system is not a goal but a journey towards the goal. Even though ERP has been successfully implemented way back in 2010, this goal shall not be realized until the system is completely used by one and all. The study titled \u003cb\u003e“Improving Maintenance Productivity through Proper Planning: Wrench Time Analysis in an Engineering Workshop of an Integrated Steel Plant”\u003c/b\u003e [\u003cspan citationid=\"CR9\" class=\"CitationRef\"\u003e10\u003c/span\u003e] had identified metrics to assess maintenance productivity. These Key Performance Indicators (KPIs) may either be leading or lagging. Lagging KPIs fail to yield fruitful results since they are results of an outcome and are essentially long-term. On the other hand, leading KPIs, which are essentially process assurance metrics, need to be monitored regularly. These can be easily monitored, provided, they are captured diligently in the ERP-Plant Maintenance module. These are addressed through the elements like Work Identification, Work Planning \u0026amp; Quality of Planning, Work Execution, Follow-up and Performance Study. Sustained improvement in ERP usage shall help in capturing data for these KPI elements and aid in regular monitoring.\u003c/p\u003e\u003cp\u003eThe author, in the course of his research, made several observations. Most sections in the engineering workshop have their complete asset hierarchy list while in some others, it is still incomplete. In areas where hierarchy list exists, it is mostly at the equipment level. Component level drill down has not been explored in almost all cases. Task lists related to TB, LU, IN (Time based, Lubrication, Inspection) activities are not entirely updated. In case of sections/ departments where TB/LU/IN lists are updated, they are not followed diligently every day. Compliance levels are drastically low, even below 30% in some areas. Breakdowns, which should otherwise be raised as a notification in the system by the operation crew, still continue, in most cases as a telephonic reporting or paper based complains. This has a far reaching effect. Most maintenance jobs, therefore, go undocumented and unaccounted. Maintenance orders, generated thereafter, are essentially covering activities which seldom capture the work done, modifications made, labour and material costs incurred etc. These get lost in the long run and the purpose of maintaining a maintenance library gets defeated.\u003c/p\u003e"},{"header":"Specific Goals of the research","content":"\u003cp\u003eObjective 1: The first objective is to study the degree of success of implementation of ERP in plant maintenance in the workshop and to understand the determinants that contribute to the system’s success.\u003c/p\u003e\u003cp\u003eObjective 2: The second objective is to identify the cultural and technical barriers behind low usage of ERP in Plant Maintenance (if observed) among end users.\u003c/p\u003e"},{"header":"Study of Critical Success Factors","content":"\u003cp\u003eCritical Success Factors as the name implies are crucial and need to be addressed to achieve organizational goals. \u003cb\u003eElmeziane. K, et al.\u003c/b\u003e [\u003cspan citationid=\"CR10\" class=\"CitationRef\"\u003e11\u003c/span\u003e] in their study in 2011 introduced several critical success factors for successful ERP implementation. These are: Teamwork and Composition, Top Management Support, Business Process Re-engineering, Effective Project Management, User Involvement, Education and Training and Suitability of Software and Hardware. In a similar survey from \u003cb\u003eDeloitte in 2005\u003c/b\u003e [\u003cspan citationid=\"CR11\" class=\"CitationRef\"\u003e12\u003c/span\u003e], information from twenty nine different firms was reviewed to look at the critical factors for change management strategy that play an important role in ERP implementation success. This illustrates that the area of change management success factors has common components. The nature of response in the 2005 survey was as follows. The change management factor contributing to the success of ERP implementations was the involvement and support of project leadership (87%). Ensuing most important success factor was a spotlight on deployment (83%), followed by End-User training (70%). Deployment activities embody using Super Users/Power Users to roll out the ERP resolution and providing end-user support when the ERP implementation. Surprisingly, just (40%) of respondents felt that the involvement of organizational leadership was an important success factor, a similar level as team effectiveness. Finally, just (20%) of respondents attributed success to the culture of the organization.\u003c/p\u003e\u003cp\u003eAmong these CSFs, few of them which were critical in the present study have been reviewed and have been the tools for designing the survey questionnaire.\u003c/p\u003e"},{"header":"Design of Survey Questionnaire and Survey Outcome:","content":"\u003cp\u003eIn order to study the degree of success of implementation of ERP in plant maintenance in the workshop and to understand the determinants that contribute to the system’s success and the cultural and technical barriers responsible for low usage of ERP in Plant Maintenance, a survey was conducted among end-users of the Plant Maintenance module.\u003c/p\u003e\u003cp\u003eThe first section of the questionnaire covered the demographic data of the respondents. It is important to collect data about the end users in an ERP environment. This section includes data on age, length of usage of ERP, domain of work, position and work experience. The next sections have been designed based on the following perspectives (intention to use, perceived usefulness of the system, functionality of the system, available support). The functionality section has been further segregated into aspects like rating of preventive/ lubrication/ inspection requirements, work order functionalities, and materials management functionalities. The questions are framed in the form of a statement with which the respondent has to agree or disagree on a 10-point Likert Scale. The survey was designed using Google Forms and administered online among ERP end users in the engineering workshop, the management of the department and the maintenance departments which are direct customers of this engineering shop. The questionnaire was designed to take no longer than 10 minutes to complete. The participants were informed that responding in this survey was purely voluntary and that no request for sensitive or confidential information was being made.\u003c/p\u003e\u003cp\u003e80 respondents participated in the survey. This included 56 staff involved in maintenance planning \u0026amp; execution, operations and 24 executives of the plant. The age-mix ranged from 25 to 55. Their years of experience ranged from 3 to 10 as end users. (See Table\u0026nbsp;1)\u003c/p\u003e\u003cp\u003eWhen respondents were asked about their feedback on individual impact of ERP, 70% of them agreed that they have learned about departmental processes due to the presence of ERP. 73% of the respondents opined that usage of ERP in plant maintenance enhanced their awareness and recall of job related details. However, only 39% agreed that they used ERP to enhance their decision making effectiveness which is a major indication that data generated from system is seldom analysed. 83% of respondents said that Plant Maintenance module in ERP helps to increase maintenance productivity.\u003c/p\u003e\u003cp\u003eThe areas or aspects of ERP which were surveyed are modified from the work of \u003cb\u003eAlzoubi\u003c/b\u003e [\u003cspan citationid=\"CR12\" class=\"CitationRef\"\u003e13\u003c/span\u003e]. In another work, \u003cb\u003eKayasth\u003c/b\u003e [\u003cspan citationid=\"CR13\" class=\"CitationRef\"\u003e14\u003c/span\u003e] has also studied the implementation of ERP in an Indian public sector power major and this study served as a precursor to the present work. Feedbacks of the respondents were sought on the quality of service/ assistance provided by the IT department. Mixed opinion was received in this regard. 70% of the respondents agreed to have received prompt service from the IT help desk. They accepted that their issues were resolved and the IT department delivered what they promised to deliver. However, 77% of the .respondents complained that very few training sessions were organized by the IT department to brush up the knowledge/ skills. When questioned about the quality of information the end users received from the ERP platform, the responses were positive. 81% of respondents said that the information was easy to understand and always available. However, 63% opined that though data is timely available, outputs sometimes are not of desired accuracy. This is attributable to the fact that layouts can be customized and different end users chose differently. 78% of end users agreed that the maintenance module is user friendly and easy to learn. However, the age group of these respondents lies between 25 and 35. End users above the age of 50 expressed their difficulty in comprehending or recalling the transaction codes, fields and screens.\u003c/p\u003e\u003cp\u003eIt was understood that low usage of ERP exists due to resistance. It is usually because users don’t understand why they are doing certain tasks in the maintenance module, or they are uncertain on how to perform these tasks, and they may not see the benefit for the organization. As a result, important data is simply not entered. Focusing on educating the organization on the what, who and why will help to create permanent change. In addition, it is important to follow up on improvement activities to sustain or drive further improvement.\u003c/p\u003e"},{"header":"Change Management to drive transformation","content":"\u003cp\u003eChange management is usually defined as the process that includes creating a perception that change is definitely required, then transforming it toward favourable behaviour among all concerned, and then maintaining that favourable behaviour so that it becomes a sustained habit. It is therefore very important to adopt the right strategic changes. \u003cb\u003eSieber and Nah\u003c/b\u003e [\u003cspan citationid=\"CR14\" class=\"CitationRef\"\u003e15\u003c/span\u003e] in 1999 proposed the recurring improvisational change strategy as a useful technique for identifying, managing, and tracking changes in implementing an ERP system. They classified Change Management in three stages- Anticipated change which is planned and occurs in intended time, Emergent change which is not originally anticipated or intended and arises spontaneously and Opportunity based change which is introduced purposefully. \u003cb\u003eAladwani\u003c/b\u003e [\u003cspan citationid=\"CR15\" class=\"CitationRef\"\u003e16\u003c/span\u003e] suggested very effective and popular change management strategies that are adaptable to the ERP implementation context. He categorized these changes in three phases- knowledge formulation, strategy implementation, and status evaluation to overcome users’ resistance to change. This study assumed that change management and management support should influence system awareness, feelings towards the system, and therefore the intention to adopt that system for end users. As is understood from the study of \u003cb\u003eKemp and Low\u003c/b\u003e [\u003cspan citationid=\"CR16\" class=\"CitationRef\"\u003e17\u003c/span\u003e] \u003cb\u003ein 2008\u003c/b\u003e, change management is needed to organize users for the introduction of the new systems, cut back resistance towards the system and influence user attitudes towards change.\u003c/p\u003e\u003cp\u003e \u003cb\u003eZafar et al. [18] in 2006\u003c/b\u003e proposed a model for managing user resistance and successful ERP implementation which focuses on correlation of resistance to changes and end user satisfaction and achievement of goals. \u003cb\u003eKerimoglu and Basoglu [19] in 2006\u003c/b\u003e proposed a model for optimizing change management and implementing ERP successfully and recommended that gaps between technology, human resource and organization culture need to be minimized. \u003cb\u003eTrieu and Kuzic\u003c/b\u003e[\u003cspan citationid=\"CR17\" class=\"CitationRef\"\u003e20\u003c/span\u003e] \u003cb\u003ein 2010\u003c/b\u003e mentioned in their study that the following elements of change management strategies: top management support, project champions, effective communication, clear systematic plans and effective training/knowledge are common to successful ERP implementations.\u003c/p\u003e\u003cp\u003eThis current paper has explored employee-raised facts, beliefs and values, which are important indicators of what may cause the resistance to change. For example, some users believed that their jobs will be threatened by the new system, or that they will not know how to perform the task within the scope of such a system. This caused neglect in the use of the PM module. Other users raised issues about their lack of penetration of IT skills or inability to use the computer efficiently. Many opined that they have spent many years doing an excellent job without help from an ERP system.\u003c/p\u003e\u003cp\u003eIn the present study, considering the lacunae in transformation, the management in the engineering shop realized that it is important that the department goes through a carefully planned strategy that is based on well defined methodology. Several change management models were studied to devise a strategy to enhance diffusion of the ERP systems across the cross section of the collective. After comparing and analysing these models as detailed in the forthcoming sections, the author proposed a new model to drive change in the organization based on the following three pillars- a) Building awareness about the benefits of the system, b) Building a competency framework based on Knowledge, Attitude and Skills and c) Reinforcement and Sustenance to pave the way forward. The story of transformation and results of enhanced ERP usage are beyond the scope of this paper.\u003c/p\u003e"},{"header":"Conclusion","content":"\u003cp\u003eAlthough there have been hindrances in the implementation and beyond, the management of the engineering shop is geared up to overcome the challenges. An individual's motivation to learn and use the ERP system effectively and an individual's effective use of the ERP system have been identified as output variables of this study which needs to be monitored in forthcoming days. Equipment repair history is crucial to improve reliability reporting of assets. The importance of capturing and assigning this history to the correct equipment is quintessential. All these years since 2009-10, this capturing of historical data was missing or lacking in this engineering workshop. Over the last year, the system has become more useful as the historical data gets building up. Performance and utilization measurements are another way to see where utilization gaps still exist. Important measurements for Plant Maintenance ( Percentage of Planned vs. Reactive Work, Schedule Loading and Compliance percentages, Overtime Hours/Cost percentages, PM Schedule Compliance, as well as how much was spent on maintenance for the various production units, support areas, systems, equipment groups/classes) are being captured diligently. In future, this information shall be analysed and utilized further to understand MTBF, MTTR and focus on Failure Mode effects Analysis.\u003c/p\u003e"},{"header":"Declarations","content":"\u003cp\u003e \u003ch2\u003eCompliance with Ethical Standards\u003c/h2\u003e \u003cp\u003eAll accepted principles of ethical and professional conduct have been followed during the course of research. The study involves human participants as end users of ERP. Their perception has been sought using an online questionnaire. The participants were informed that responding in this survey was purely voluntary and that no request for sensitive or confidential information was being made. No animals were harmed in the course of study. No potential conflicts of interest (financial or non-financial) exist in this research work. The authors did not receive support from any organization for the submitted work. The authors have no relevant financial or non-financial interests to disclose. No organization shall gain or lose financially through publication of this manuscript.\u003c/p\u003e \u003c/p\u003e"},{"header":"References","content":"\u003col\u003e\n\u003cli\u003eKujala, S. (2008). Effective user involvement in product development by improving the analysis of user needs. Behaviour \u0026amp; Information Technology, 27(6), 457\u0026ndash;473.\u003c/li\u003e\n\u003cli\u003eAbugabah, A., Sanzogni, L., \u0026amp; Poropat, A. (2009). The impact of information systems on user performance: A critical review and theoretical model. Proceedings of the International Conference on Information Systems (ICIS), 809\u0026ndash;819.\u003c/li\u003e\n\u003cli\u003eKee-Young Kwahk, Jae-Nam Lee, The role of readiness for change in ERP implementation: Theoretical bases and empirical validation, Information \u0026amp; Management, Volume 45, Issue 7, 2008, Pages 474-481, ISSN 0378-7206\u003c/li\u003e\n\u003cli\u003eAl-Mudimigh, A.S. \u0026amp; Zairi, Mohamed \u0026amp; Al-Mashari, M. (2001). ERP Software implementation: An integrative framework.\u003c/li\u003e\n\u003cli\u003eTarhini, A., Ammar, H., Tarhini, T. \u0026amp; Masa\u0026rsquo;deh, R. (2015). Analysis of the Critical Success Factors for Enterprise Resource Planning Implementation from Stakeholders\u0026rsquo; Perspective: A Systematic Review. International Business Research, 8 (4), 25-40.\u003c/li\u003e\n\u003cli\u003eFinney, S., \u0026amp; Corbett, M. (2007). ERP Implementation: A Compilation and Analysis of Critical Success Factors. Business Process Management Journal, 13 (3), 329-347.\u003c/li\u003e\n\u003cli\u003eLeon, A. (2008). Enterprise Resource Planning, 2nd Edition, McGraw-Hill, New Delhi, India.\u003c/li\u003e\n\u003cli\u003eMoohebat, M., Asemi, A., \u0026amp; Jazi, M. (2010). A Comparative Study of Critical Success Factors (CSFs) in Implementation of ERP in Developed and Developing Countries. International Journal of Advancements in Computing Technology, 2(1), 99-110.\u003c/li\u003e\n\u003cli\u003eHamzah Altamony et al, (2016), International Journal of Business Management and Economic Research(IJBMER), Vol 7(4), 690-703\u003c/li\u003e\n\u003cli\u003eChatterjee, A., De, J. (2023). Improving Maintenance Productivity Through Proper Planning: Wrench Time Analysis in an Engineering Workshop of an Integrated Steel Plant. In: Manik, G., Kalia, S., Verma, O.P., Sharma, T.K. (eds) Recent Advances in Mechanical Engineering. Lecture Notes in Mechanical Engineering. Springer, Singapore. \u003c/li\u003e\n\u003cli\u003eElmeziane K., Chuanmin S., and Elmeziane M., (2011). The importance of critical success factors of enterprise resources planning implementation in China, Bus. Manage. Dynamics, 1, 1-10.\u003c/li\u003e\n\u003cli\u003eDeloitte. (2005). ERP Change Management Survey, The Gullup Leadership Institute, USA.\u003c/li\u003e\n\u003cli\u003eMohammad Alzoubi. 2016. Evaluating the Enterprise Resource Planning (ERP) Systems\u0026rsquo; Success at the Individual Level of Analysis in the Middle East. Doctoral dissertation. Nova South-eastern University. Retrieved from NSU Works, College of Engineering and Computing. (957)\u003c/li\u003e\n\u003cli\u003eKayasth S, Making Best Use of MIS in ERP, Conference Paper, February 2013, Indian Power Stations 2013\u003c/li\u003e\n\u003cli\u003eSieber, Michelle and Nah, Fiona, \u0026quot;A Recurring Improvisational Methodology for Change Management in ERP Implementation\u0026quot; (1999). AMCIS 1999 Proceedings. 275.\u003c/li\u003e\n\u003cli\u003eAladwani, Adel. (2001). Change Management Strategies for Successful ERP Implementation. Business Process Management Journal. 7. 266-275\u003c/li\u003e\n\u003cli\u003eKemp, M.J. and Low, G.C., (2008) \u0026ldquo;ERP Innovation Implementation Model Incorporating Change Management,\u0026rdquo; Business Process Management Journal, 14(2), pp. 228-242\u003c/li\u003e\n\u003cli\u003eZafar, A., Zbib I., Arokiasamy S., Ramayah T., \u0026amp; Chiun, L. (2006). Resistance to Change and ERP Implementation Success: The Moderating Role of Change Management Initiatives. Asian Academy of Management Journal, 11(2), 1-17. \u003c/li\u003e\n\u003cli\u003eKerimoglu, O., \u0026amp; Basoglu, N. (2006). Optimizing the Change Management of Enterprise Resource Planning Systems Implementations. Proceedings of the Technology Management for the Global Future Conference. 8-13 July, Istanbul, Turkey\u003c/li\u003e\n\u003cli\u003eTrieu, H., \u0026amp; Kuzic, J. (2010). Change Management Strategies for the Successful Implementation of Enterprise Resource Planning Systems. Proceedings of the Second International Conference on Knowledge and Systems Engineering, 178-182.\u003c/li\u003e\n\u003c/ol\u003e"}],"fulltextSource":"","fullText":"","funders":[],"hasAdminPriorityOnWorkflow":false,"hasManuscriptDocX":true,"hasOptedInToPreprint":true,"hasPassedJournalQc":"","hasAnyPriority":false,"hideJournal":true,"highlight":"","institution":"","isAcceptedByJournal":false,"isAuthorSuppliedPdf":false,"isDeskRejected":"","isHiddenFromSearch":false,"isInQc":false,"isInWorkflow":false,"isPdf":false,"isPdfUpToDate":true,"isWithdrawnOrRetracted":false,"journal":{"display":true,"email":"[email protected]","identity":"researchsquare","isNatureJournal":false,"hasQc":true,"allowDirectSubmit":true,"externalIdentity":"","sideBox":"","snPcode":"","submissionUrl":"/submission","title":"Research Square","twitterHandle":"researchsquare","acdcEnabled":true,"dfaEnabled":false,"editorialSystem":"","reportingPortfolio":"","inReviewEnabled":false,"inReviewRevisionsEnabled":true},"keywords":"Enterprise Resource Planning, Plant Maintenance, Maintenance Performance, End User, Change management","lastPublishedDoi":"10.21203/rs.3.rs-4534310/v1","lastPublishedDoiUrl":"https://doi.org/10.21203/rs.3.rs-4534310/v1","license":{"name":"CC BY 4.0","url":"https://creativecommons.org/licenses/by/4.0/"},"manuscriptAbstract":"\u003cp\u003eMaintenance in an asset intensive industry like steel significantly affects its organizational efficiency along with other critical areas like safety, reliability, environment etc. This study has been carried out in an engineering workshop of an integrated steel plant of a public sector behemoth. Here, ERP (Enterprise Resource Planning) had primarily rolled out in three modules- plant production (PP), materials management (MM) and plant maintenance (PM) in 2010. Despite the multiple benefits that can be accrued, it is observed that the system has not percolated seamlessly across the organization. Seamless diffusion had been interrupted over the last decade due to host of internal and external factors. This paper is not a study about the binary adoption (yes/ no) of the ERP system. This paper explores the usage levels of the system in plant maintenance and focuses on the reasons of low diffusion.\u003c/p\u003e","manuscriptTitle":"Exploring reasons behind low usage of ERP in Plant Maintenance in an engineering workshop","msid":"","msnumber":"","nonDraftVersions":[{"code":1,"date":"2024-09-14 04:40:56","doi":"10.21203/rs.3.rs-4534310/v1","editorialEvents":[{"type":"communityComments","content":0}],"status":"published","journal":{"display":true,"email":"[email protected]","identity":"researchsquare","isNatureJournal":false,"hasQc":true,"allowDirectSubmit":true,"externalIdentity":"","sideBox":"","snPcode":"","submissionUrl":"/submission","title":"Research Square","twitterHandle":"researchsquare","acdcEnabled":true,"dfaEnabled":false,"editorialSystem":"","reportingPortfolio":"","inReviewEnabled":false,"inReviewRevisionsEnabled":true}}],"origin":"","ownerIdentity":"243727f3-9b09-4039-96e9-2f0dd443aea6","owner":[],"postedDate":"September 14th, 2024","published":true,"recentEditorialEvents":[],"rejectedJournal":[],"revision":"","amendment":"","status":"posted","subjectAreas":[],"tags":[],"updatedAt":"2024-10-02T16:42:35+00:00","versionOfRecord":[],"versionCreatedAt":"2024-09-14 04:40:56","video":"","vorDoi":"","vorDoiUrl":"","workflowStages":[]},"version":"v1","identity":"rs-4534310","journalConfig":"researchsquare"},"__N_SSP":true},"page":"/article/[identity]/[[...version]]","query":{"redirect":"/article/rs-4534310","identity":"rs-4534310","version":["v1"]},"buildId":"qtupq5eGEP_6zYnWcrvyt","isFallback":false,"isExperimentalCompile":false,"dynamicIds":[84888],"gssp":true,"scriptLoader":[]}