CAD ERP Seminar

S B Road, Pune, 20th May 2016 :

Every growing enterprise wants to streamline their operations using ERP. And the innovative customized product manufacturers face the challenge of synchronizing Part Numbers and Bill of Materials (BOM) between Engineering and Manufacturing.

BOM is a list of parts, quantity, material and other properties of the parts used in an assembly. But the BOM requirements of Engineering and Manufacturing departments vary. Mark Design has come up with an innovative approach of driving the Engineering BOM from Manufacturing BOM. Mark Engineering conducted a seminar on CAD-ERP integration to showcase their new product CADEC+ CONNECT and also to demonstrate the new approach.

The seminar was attended by companies from Machinery, Robotics, Electronics and Process equipment companies. Mark team demonstrated CADC+ CONNECT and also presented case studies of the new approach used in heavy engineering and process equipment. A trial run of Material Requirement Planning was shown and process of BOM explosion and MRP calculation was elaborated.

The new method proposes first creation of project tree structure. Since CADEC+ CONNECT is integrated with ERP, it allows choosing existing items from item master or defining new item based on ERP categories and properties. Once the project structure is defined in CADEC+ CONNECT at start of the project, the approximate Manufacturing BOM and Engineering BOM are available very early, and it helps in costing, budgeting and modeling.

3 Essentials for Technology Implementation

Technology implementation is like a war. It needs Vision, Discipline and Hardwork to succeed.

  • Growth Hungry CEO (Visionary General) :
    • Pushes for entry into new markets
    • Wants products for future opportunities
    • Invests for next-generation solutions
  • Tech-Savvy Engineering Head (Disciplined Commanding Officer) :
    • Pushes for leveraging technology for solving challenges
    • Has appetite and confidence to evaluate alternatives and choose the best
    • Ready to take risks and lose battles for winning the war
  • Enthusiastic Champion User (Hardworking Soldier) :
    • Believes in the General’s dream
    • Has passion to learn first and then see how the learning is useful
    • Can cover gaps / problems in the plans with his / her workarounds

Being a guide as well as student

For a Technology Implementer, a customer visit is the most vital part of the role.

We can learn more than few days’ R&D in office, by just one visit to a customer – either to understand requirement or to implement solution.

In such situation, we need to guide as well as learn simultaneously. Here is a 3-point agenda :

  • Gain Acceptance : through Homework, Empathy, Enthusiasm.
  • Show Value : by Client-specific demo, Discovery questions,  Being open and expressive.
  • Prepare Minutes : include Specific follow-up plan, Share our limitations (also workaround), Point-out customer’s actionables (be supportive).

Are you SPENDING on Enterprise Software or BENEFITING from it ?

Today, Enterprise Software procurement and usage is so common, that CEOs are forced by suppliers, users, IT and procurement to go for it. In addition, competitive market and changing team-members also make the CEO to depend more on technology. By definition, Enterprise Software is the one, which satisfies organization (not individuals’) needs, and tries to solve organizational problem. For Small and Medium Companies, enterprise software means CAD, ERP, PDM, CRM.

Due to collective forces from users, IT, suppliers, procurement, the CEO tries to please all or most stakeholders, with the hope that maximum persons’ buy-in will result in beneficial usage. But is the Enterprise Software for maximum people’s buy-in or for improving enterprise’s productivity and effectiveness ? Should the CEO convince all stake-holders to go for effective productivity tool, or choose a tool based on common minimum program ? CEO-led enterprise software implementations are more successful than consensus-based implementations.

The CEO-led implementations take place if the CEO has a burning desire to use technology for his / her short term (1-3 years) goal for the organization. If the technology vision is clearly defined, supplier and users can work in a focused manner. In absence of the clear goal, each stake holder tries to drive their own agendas and the result is chaos.


  1. CEO should make a brief ‘AS IS – TO BE’ document and share with all stake-holders.
  2. There should be a clear definition of priority and schedule.
  3. Only the CEO can effectively intervene and act if priorities and schedules are not met. And there will be many situations to intervene because there are many people involved. The CEO should be prepared for regularly monitor progress.
  4. The goal should be defined in terms of executing designs / products / projects in unit time. It should be linked with business growth and if possible incentives, too.