Can you talk about your company in short?
DEICO continues to work on the design, manufacture and integration of military-compliant infrastructures for highly reliable testing systems and subsystems of high-performance units specializing in hardware testing activities. When it comes to testing within the scope of design and production studies, we are able to offfer solutions to many different needs with our staff of 70 people who are experts in their fields.
How did you met caniasERP? Have you used any other software before?
We have met caniasERP as a result of the evaluation studies conducted in line with our corporate resource planning needs. In order to get a positive result of this investment we made for the first time, we have realized that caniasERP is the most effective software for responding to needs of DEICO and sustaining our works efficiently and meeting the expectations permanently as a result of the interviews we have made with the existing user companies and solution partners.
How did you decide to carry out business processes with ERP software?
We agree that ERP software is a must for companies with big goals and fast growing companies. The ever-increasing business volume and the number of staff bring new needs and processes to the agenda. The necessity of keeping the record of the data formed during the process and standardization of the processes and converting the data into information and analysis made the ERP software compulsory.
How did you decide to work with Thales Bilisim? What made you work with it?
We were aware that the integration of modules, screens and processes that would be formed in line with the needs of DEICO would be challenging and an experienced solution partner would be needed when we consider the continuity of works in the short and medium term as well as in the long term. Considering these, we can say that Thales Bilişim's references played a decisive role in our preference.
What kind of studies did you do after you decided to switch to ERP system?
First of all, we can say that the most critical element of a successful ERP project is to adopt the process within the company, to determine an ERP project management position and to give this task to the right person. This was the first action we took. We assigned a colleague who knows the company and its processes and the software well to be in charge with the project. Then, we aimed to integrate ERP for all processes such as accounting, finance, procurement, production planning and included process managers in the project. We have started our work and our project manager leads it. Subsequently, since the system works as a whole, we have simultaneously carried out many different works to regulate our real functioning. By giving up the ongoing habits of our product portfolio and lean manufacturing, we have come to the forefront in order to shift our operations to the structure proposed by the system. On the software side, our activities were the establishment of a structure specific to our needs and reporting-analysis studies.
What kind of developments have been made for your company on caniasERP? Do you think consultancy experience has played a critical role in this context?
In fact, thanks to the experience of our consultants, we agreed that development should be avoided as much as possible. Because the system is designed to be highly integrated and structurally critical of every development, it means getting away from what should be. On the other hand, the need for development may be mandatory in some specialized issues. Being aware of both situations, it can be said that most of the improvements are about analysis, periodic reporting and e-mail integrations.
What would you like to say about the importance of the consultancy team in an ERP project?
Obviously, consultants play a critical role, but we can summarize the key points as to how the approach should be, suggesting lasting solutions, making it feasible, and avoiding improvements as much as possible.
What did you experience during the transition to go live?
Defeating the habits of employees in terms of functioning can be said as the most challenging phase of the transition process. When we say “we should act in this way from now on ", it is possible to meet this positively, to try to integrate into the new structure, to be able to change and to develop with a team open to this. In the process of transition to go live, the greatest task is for the users of the system, provided that the structure is applicable. Of course, in order to prepare this environment, it is necessary to draw attention to the responsibility of the managers of the company.
How has business processes changed after Thales Bilişim cooperation in your company?
Together with the lessons learned from the mistakes made in the past, the business processes created by taking our company dynamics into consideration enabled us to keep the transition process short while increasing the success rate.
Do you think companies are aware of the importance of digitalization?
It is an issue that companies pursuing their big goals should pay attention to. ERP is both the first step and the basis of digitalization. Even those who are involved in this transformation will make a difference even in the short term. Today, we see that global companies are at the forefront of digitization, yet they are still the most enthusiastic ones. We can foresee that companies desiring to be included in the next category will show the necessary importance in order to close this gap in time.
What do you want to say about the importance of digitalization when you consider the change your company has experienced after the digital transformation?
While data and information become the most valuable object in line with the developments of the 21st century, every content lost should be considered as the biggest loss. On the other hand, we talk about a world that creates added value and creates awareness every and each time. Every investment, and every labor, will be valuable enough to compansate itself.