Introducing a sales order processing system: the importance of human, organizational and ergonomic factors*

*Although the names have been changed at the organization's request, the case study is a factual account of the author's study of the sales order processing system at a real factory.

Abstract

This paper is a follow-up to an earlier study (Rowe 1985) and considers the addition of a computerized sales order processing system at Barrington's food factory. The earlier stock control system had not been without its problems, and the lessons learned from this experience enabled management to avoid repeating certain mistakes with regard to planning, office provision and training. However, once in operation, the new system also experienced a number of shortcomings, principally because management still overlooked important human, organizational and ergonomic factors. As the previous article pointed out, these factors are often less visible to management, and it resulted in problems with regard to day-to-day operations, office reorganization, work roles and inter-departmental communication. The concluding section advocates the abandonment of ‘technology-led system design’ in favour of a more evolutionary approach.

Notes

*Although the names have been changed at the organization's request, the case study is a factual account of the author's study of the sales order processing system at a real factory.