The business problem
A disruptive JD Edwards (JDE) rollout created workflow bottlenecks that nearly halted New Equipment operations at Kresl Power. Orders were at risk of cancellation, getting stuck on the shipping dock, or creating accounting problems. An enterprise resource planning (ERP) system connects those parts of the business, so an unresolved dependency can stop work far beyond a single screen.
Own the operation and investigate the system
Reporting directly to the president/CEO, I own New Equipment operations, including quoting, order entry, inventory, bill of materials lookup, workflow changes, documentation, and employee support. I used temporary paper tickets to keep work moving while investigating how JDE work orders, sales orders, and configured items related to one another. Understanding those dependencies and statuses let me troubleshoot stuck orders and determine how to advance them.
Turn the findings into a shared way of working
I wrote new operating procedures and trained two New Equipment employees and the president/CEO, plus five other employees on procedures for their own functions. I also caught and corrected hundreds of errors before orders left the building.
Close a long-standing information gap
Kresl had pursued a parts-traceability gap for over a year. During a Harrington site visit, I gained access to previously unavailable JDE processes and learned to connect hoist serial numbers to parts and suppliers. I represented Kresl’s operational and technology needs directly with manufacturer leadership.
The result
New Equipment operations continued through the disruption. Hundreds of thousands of dollars in orders were protected from potential cancellation, with clearer procedures, trained employees, and errors corrected before shipment.