A STUDY ON THE IMPACT OF ERP IN DRIVING MANUFACTURING

EFFICIENCY AND PRODUCTIVITY AT CIMPLIFY.AI, CHENNAI

BY

M. JOSEPH JABA KUMAR

(REGNO: 210121631025)

DEPARTMENT OF MANAGEMENT STUDIES

ALPHA COLLEGE OF ENGINEERING

A PROJECT REPORT

Submitted to the

FACULTY OF MANAGEMENT STUDIES

In partial fulfillment of the requirements

For the award of the degree

MASTER OF BUSINESS ADMINISTRATION

IN

ANNA UNIVERSITY

CHENNAI - 600025

JULY-2023
 BONAFIDE CERTIFICATE
This is to certify that the project report entitled “A STUDY ON THE IMPACT OF ERP IN
DRIVING MANUFACTURING EFFICIENCY AND PRODUCTIVITY AT CIMPLIFY.AI,
CHENNAI ” is a bonafide Project work of M. JOSEPH JABA KUMAR, Reg.No
210121631025 IInd year student of Master of Business Administration degree, during the year
February 2023, who carried out research under my supervision, and certified further that, to the
best of my knowledge the work reported here in does not form part of any other project or
dissertation on the basis of which a degree or award was conferred on an earlier occasion on this or
any other candidate.

HEAD OF THE DEPARTMENT SUPERVISOR

Dr. B. YAMUNA KRISHNA Ms. S.J MARY JASPER

Professor & Head Assistant Professor
Department of Management Studies Department of Management
Alpha College of Engineering Alpha College of Engineering
Thirumazhisai, Chennai-600124 Thirumazhisai, Chennai-600124

This project work was submitted to Anna university and the viva voce examination
was held on ....................................... At Alpha College of Engineering Subject code:

Subject:

INTERNAL EXAMINER EXTERNAL EXAMINER

 DECLARATION

I, M. JOSEPH JABA KUMAR, (Reg.No 210121631025) IInd year MBA Student from the
Department of Management Studies, ALPHA COLLEGE OF ENGINEERING, do hereby
declare that the project report “A STUDY ON THE IMPACT OF ERP IN DRIVING
MANUFACTURING EFFICIENCY AND PRODUCTIVITY” done at CIMPLIFY.AI
submitted in partial fulfillment for the award of the degree of Master of Business Administration of
the Anna University is my original and independent work.

PLACE:

DATE: Signature of the student

(M. JOSEPH JABA KUMAR)

ACKNOWLEDGEMENT

With immense pleasure I thank the almighty for his grace and blessing, which drove me to
the successful completion of this project. In the accomplishment of this academic task, many
people have helped me and guided me directly and indirectly. It is not possible for me to
thank all of them separately and adequately. However a few of them deserve special mention
here.

I would like to express my sincere gratitude to the encouragement and motivation provided
by our management SEVA RATNA Dr. Mrs. GRACE GEORGE - Chairperson and Mrs.
SUJA GEORGE - Vice Chairperson, Alpha Group of Institutions.

I would like to express my sincere thanks to our beloved Principal Dr. B. SOWMYA, and
Head of the Department Dr. B. YAMUNA KRISHNA, for their valuable suggestion and
encouragement for the successful completion of this project

I have immense pleasure in expressing my heartfelt thanks to my internal guide. Ms.

S.J MARY JASPER, Assistant Professor, Department of Management Studies who has
helped me each and every moment by supervising my effort and has always been a
source of inspiration. I thank all the faculty members of our Department for
rendering their valuable assistance and guidance to me.

I express my sincere thanks and heartfelt gratitude to my company Managing Director at

Cimplify.ai Mr. ARVIND MAHARAJAN and Director at Sarang auto parts Pvt Ltd Mr.
NISHADHAN VAIRAMUTHU for permitting me to carry out the project their
organization. I also thank my family members and my friends for providing me with their
cooperation and valuable help in completing the project work.

(M. JOSEPH JABA KUMAR)

TABLE OF CONTENTS

S.NO PARTICULARS PAGE NO

LIST OF TABLES I

LIST OF CHARTS Iii

ABSTRACT V
1 INTRODUCTION

1.1 INTRODUCTION OF THE STUDY 1

1.2 INDUSTRY PROFILE 4

1.3 COMPANY PROFILE 8

1.4 OBJECTIVE OF THE STUDY 12

1.5 SCOPE FOR THE STUDY 13

1.6 NEED FOR THE STUDY 14

1.7 LIMITATIONS OF THE STUDY 15

2 LITERATURE REVIEW

2.1 REVIEW OF LITERATURE 16

3 RESEARCH METHODOLOGY

3.1 RESEARCH METHODOLOGY 21

4 DATA ANALYSIS & INTERPRETATION

4.1 DATA ANALYSIS & INTERPRETATION 25

5 FINDINGS, SUGGESTIONS & CONCLUSION

5.1 FINDINGS 50

5.2 SUGGESTIONS 52

5.3 CONCLUSION 53

APPENDICES

ANNEXURES

BIBLIOGRAPHY
 LIST OF TABLES

TABLE NO TITLE PAGE NO

4.1.1 RESPONDENT BASED ON GENDER 26

4.1.2 RESPONDENT BASED ON AGE 27

4.1.3 RESPONDENT BASED ON CURRENT POSITION IN THE

28
COMPANY

4.1.4 RESPONDENT BASED ON EXPERIENCE 29

4.1.5 RESPONDENT BASED ON HOW LONG THE SARANG

30
APP DEPLOYED ACROSS ALL THE DEPARTMENTS
4.1.6 RESPONDENT BASED ON FAMILIARITY OF SARANG
31
APP SYSTEM USAGE
4.1.7 RESPONDENT BASED ON THE SARANG APP SYSTEM
32
ADOPTION
4.1.8 RESPONDENT BASED ON THE RATE OF SUCCESS IN
33
ORGANIZATION'S SARANG APP IMPLEMENTATION
4.1.9 RESPONDENT BASED ON THE CHALLENGES FACED
34
DURING THE SARANG APP IMPLEMENTATION
4.1.10 RESPONDENT BASED ON THE FACTORS HELPED
35
EMPLOYEES TO OVERCOME THE CHALLENGES
4.1.11 RESPONDENT BASED ON OPINION TOWARDS THE
36
SUCCESS OF SARANG APP ADOPTION

RESPONDENT BASED ON THE SARANG APP IMPACT

4.1.12
ON OVERALL EFFICIENCY AND PRODUCTIVITY OF 37
ORGANIZATION
4.1.13 RESPONDENT BASED ON SARANG APP FACILITATED
38
DATA SHARING AND IMPROVED DATA ACCURACY

RESPONDENT BASED ON THE EFFECTIVENESS OF

4.1.14 COMMUNICATION WITH OTHER DEPARTMENTS 39
USING THE SARANG APP

i
 RESPONDENT BASED ON BENEFITS OF USING A
SARANG APP SYSTEM TO ENHANCE COLLABORATION
4.1.15 40
AND COMMUNICATION AMONG DIFFERENT
DEPARTMENTS

RESPONDENT BASED ON THE RATE OF

EFFECTIVENESS IN SARANG APP SYSTEMS IN
4.1.16 41
ENHANCING COLLABORATION WITH OTHER
DEPARTMENTS.

RESPONDENT BASED ON BARRIERS THAT ARE

4.1.17 PREVENTING EFFECTIVE COLLABORATION AND 42
COMMUNICATION FROM DIFFERENT DEPARTMENTS

RESPONDENT BASED ON THE BIGGEST CHALLENGES

4.1.18 THAT HAVE FACED WITH SARANG APP 43
IMPLEMENTATION

RESPONDENT BASED ON HOW THE CHALLENGES

4.1.19 IMPACTED EFFICIENCY AND PRODUCTIVITY OF THE 44
ORGANIZATION

RESPONDENT BASED ON THE BIGGEST RISKS

4.1.20 45
ASSOCIATED WITH SARANG APP IMPLEMENTATION

RESPONDENT BASED ON OVERALL SATISFACTION

4.1.21 46
WITH THE ORGANIZATION'S USE OF SARANG APP

RESPONDENT BASED ON WILL THEY RECOMMEND

4.1.22 SARANG APP TO OTHER MANUFACTURING 47
ORGANIZATIONS

LIST OF CHARTS

CHART NO TITLE PAGE NO

4.2.1 RESPONDENT BASED ON GENDER 26

4.2.2 RESPONDENT BASED ON AGE 27

RESPONDENT BASED ON CURRENT POSITION IN THE

4.2.3 COMPANY
28

4.2.4 RESPONDENT BASED ON EXPERIENCE 29

ii
4.2.5 RESPONDENT BASED ON HOW LONG THE SARANG
30
APP DEPLOYED ACROSS ALL THE DEPARTMENTS

RESPONDENT BASED ON FAMILIARITY OF SARANG

4.2.6 31
APP SYSTEM USAGE
4.2.7 RESPONDENT BASED ON THE SARANG APP SYSTEM
32
ADOPTION
4.2.8 RESPONDENT BASED ON THE RATE OF SUCCESS IN
33
ORGANIZATION'S SARANG APP IMPLEMENTATION
4.2.9 RESPONDENT BASED ON THE CHALLENGES FACED
34
DURING THE SARANG APP IMPLEMENTATION

RESPONDENT BASED ON THE FACTORS HELPED

4.2.10 35
EMPLOYEES TO OVERCOME THE CHALLENGES
4.2.11 RESPONDENT BASED ON OPINION TOWARDS THE
36
SUCCESS OF SARANG APP ADOPTION

RESPONDENT BASED ON THE SARANG APP IMPACT

4.2.12 ON OVERALL EFFICIENCY AND PRODUCTIVITY OF 37
ORGANIZATION

RESPONDENT BASED ON SARANG APP FACILITATED

4.2.13 38
DATA SHARING AND IMPROVED DATA ACCURACY

RESPONDENT BASED ON THE EFFECTIVENESS OF

4.2.14 COMMUNICATION WITH OTHER DEPARTMENTS 39
USING THE SARANG APP

RESPONDENT BASED ON BENEFITS OF USING A

SARANG APP SYSTEM TO ENHANCE
4.2.15 40
COLLABORATION AND COMMUNICATION AMONG
DIFFERENT DEPARTMENTS

RESPONDENT BASED ON THE RATE OF

EFFECTIVENESS IN SARANG APP SYSTEMS IN
4.2.16 41
ENHANCING COLLABORATION WITH OTHER
DEPARTMENTS.

RESPONDENT BASED ON BARRIERS THAT ARE

4.2.17 PREVENTING EFFECTIVE COLLABORATION AND 42
COMMUNICATION FROM DIFFERENT DEPARTMENTS

iii
 RESPONDENT BASED ON THE BIGGEST
4.2.18 43
CHALLENGES THAT HAVE FACED WITH SARANG
APP IMPLEMENTATION

RESPONDENT BASED ON HOW THE CHALLENGES

4.2.19 IMPACTED EFFICIENCY AND PRODUCTIVITY OF THE 44
ORGANIZATION

RESPONDENT BASED ON THE BIGGEST RISKS

4.2.20 45
ASSOCIATED WITH SARANG APP IMPLEMENTATION

RESPONDENT BASED ON OVERALL SATISFACTION

4.2.21 46
WITH THE ORGANIZATION'S USE OF SARANG APP

RESPONDENT BASED ON WILL THEY RECOMMEND

4.2.22 SARANG APP TO OTHER MANUFACTURING 47
ORGANIZATIONS

ABSTRACT

Enterprise Resource Planning (ERP) is a critical software solution that has revolutionized the way
organizations manage their business processes. ERP is particularly significant in the
manufacturing industry, where it has transformed the way firms operate, resulting in increased
efficiency and productivity. The objective of this study is to investigate the impact of ERP on
manufacturing efficiency and productivity, and to identify the key factors that contribute to the
successful implementation and adoption of ERP in manufacturing organizations.

The study included a sample size of 170, using convenience sampling and statistical tools such as
Chi-Square analysis. The findings showed that 70% of the 110 respondents did not face any
challenges during the implementation of the Sarang App, while 30% did face challenges.

This research employs a mixed-methods approach, combining a literature review with empirical
data collection through interviews with experts in the field of ERP and manufacturing. The study
finds that successful ERP implementation and adoption require careful planning, adequate
resources, and effective change management. The study also identifies the importance of
collaboration and communication between different departments within a manufacturing
organization, facilitated by ERP systems, as a significant factor in driving productivity and
efficiency.

iv
However, the study also highlights the challenges and risks associated with implementation of
ERP in manufacturing organizations, including resistance to change, lack of user training, and
system integration issues. The study suggests possible solutions to overcome these challenges,
such as effective communication and change management strategies, user training programs, and
the use of experienced consultants.

Overall, this study provides valuable insights into the impact of ERP on manufacturing efficiency
and productivity, as well as the key factors that contribute to the successful implementation and
adoption of ERP in manufacturing organizations. The findings of this research can help
manufacturing organizations to better understand the potential benefits and challenges of ERP
and develop effective strategies to leverage its potential to improve efficiency and productivity .

v
 CHAPTER - I
INTRODUCTION
 INTRODUCTION OF THE STUDY

Enterprise Resource Planning (ERP) has been recognized as a critical tool for modern
organizations, enabling them to integrate and manage their business processes effectively. ERP
systems are particularly important in the manufacturing industry, where they can significantly
enhance efficiency and productivity. The adoption of ERP systems in manufacturing organizations
has grown significantly over the years, as firms strive to remain competitive in an increasingly
globalized and competitive market.

This study aims to investigate the impact of ERP on manufacturing efficiency and productivity,
with a focus on identifying the key factors that contribute to the successful implementation and
adoption of ERP in manufacturing organizations. The study will also explore the challenges and
risks associated with implementing ERP in manufacturing organizations and suggest possible
solutions to overcome them. The manufacturing industry is a complex and dynamic environment
that requires efficient coordination and collaboration among different departments and
stakeholders. ERP systems have been found to play a critical role in facilitating communication and
collaboration among various departments and streamlining manufacturing processes, resulting in
enhanced efficiency and productivity. Therefore, this study will investigate the impact of ERP on
enhancing collaboration and communication among different departments within manufacturing
organizations.

Furthermore, the implementation of ERP systems in manufacturing organizations is not without

challenges and risks. Resistance to change, lack of user training, and system integration issues are
some of the significant challenges that organizations face when implementing ERP systems. This
study will explore these challenges and risks and suggest possible solutions to overcome them,
enabling organizations to maximize the potential benefits of ERP systems.

The manufacturing industry is a complex and dynamic environment that requires efficient
coordination and collaboration among different departments and stakeholders. ERP systems have
become an essential tool for modern organizations to integrate and manage their business processes
effectively. The adoption of ERP systems in manufacturing organizations has grown significantly
over the years, as firms strive to remain competitive in an increasingly globalized and competitive
market.
This study aims to investigate the impact of ERP on driving manufacturing efficiency and
productivity. The research will employ a mixed-methods approach, combining a literature review
with empirical data collection through interviews with experts in the field of ERP and
1
manufacturing. The study will identify the key factors that contribute to the successful
implementation and adoption of ERP in manufacturing.

One of the critical factors that this study will explore is the role of ERP in enhancing collaboration
and communication among different departments within manufacturing organizations. Effective
collaboration and communication are essential for manufacturing organizations to streamline their
processes and improve their overall efficiency and productivity. The study will also identify the
challenges and risks associated with implementing ERP in manufacturing organizations and
suggest possible solutions to overcome them.

Resistance to change, lack of user training, and system integration issues are some of the significant
challenges that organizations face when implementing ERP systems. This study will explore these
challenges and suggest possible solutions to overcome them, enabling organizations to maximize
the potential benefits of ERP systems.

The adoption of ERP systems in the manufacturing industry has grown substantially in recent years,
as firms strive to remain competitive in an increasingly globalized and challenging market.
However, the implementation of ERP systems in manufacturing organizations is not without
challenges and risks. Therefore, this study aims to investigate the impact of ERP on driving
manufacturing efficiency and productivity, identifying the key factors that contribute to the
successful implementation and adoption of ERP in manufacturing organizations, and exploring the
challenges and risks associated with implementing ERP in manufacturing organizations and
suggesting possible solutions to overcome them.

The impact of ERP on driving manufacturing efficiency and productivity, with a focus on
identifying the key factors that contribute to the successful implementation and adoption of ERP in
manufacturing organizations. By employing a mixed-methods approach, combining a literature
review with empirical data collection through interviews with experts, this research will provide
valuable insights into the benefits and challenges associated with ERP implementation in the
manufacturing sector.
The implementation of ERP systems in manufacturing organizations is not without challenges and
risks. Resistance to change, lack of user training, and system integration issues are some of the
significant challenges that organizations face during ERP implementation. This study will delve
into these challenges and suggest possible solutions to overcome them, allowing organizations to
maximize the potential benefits of ERP systems.

2
 Furthermore, this research will identify the key success factors for ERP implementation in
manufacturing organizations. Factors such as strong leadership and management support, clear
objectives and defined processes, effective user training and change management, efficient data
management, and consideration of customization and scalability will be explored. Understanding
these success factors can guide organizations in implementing ERP systems more effectively and
ensuring their successful adoption.

One of the crucial aspects this study will explore is the role of ERP in enhancing collaboration and
communication among different departments within manufacturing organizations. Effective
collaboration and communication are essential for streamlining processes and improving overall
efficiency and productivity in the manufacturing industry. ERP systems facilitate communication
and collaboration by providing real-time data, enabling informed decision-making, and ensuring
coordination across departments.

In addition to investigating the benefits and challenges of ERP implementation in manufacturing,

this study will also highlight future trends in ERP for the manufacturing industry. Trends such as
cloud-based ERP, IoT integration, advanced analytics and artificial intelligence, mobile ERP, and
blockchain for supply chain management will be discussed. Awareness of these trends can help
manufacturing organizations stay ahead by leveraging emerging technologies and practices.

Overall, this study seeks to provide a comprehensive understanding of the impact of ERP on
manufacturing efficiency and productivity, as well as the key factors that contribute to the
successful implementation and adoption of ERP in manufacturing organizations. The findings of
this research can be beneficial to manufacturing organizations seeking to implement ERP systems
or enhance the effectiveness of their existing systems. By leveraging the potential benefits of ERP,
manufacturing organizations can improve their efficiency, productivity, and competitiveness in an
increasingly dynamic and challenging market.
INDUSTRY PROFILE

The IT (Information Technology) industry is a rapidly growing sector that involves the use of
computers, software, and other digital technologies to manage and process information. This
industry is constantly evolving, with new technologies, trends, and innovations emerging all
the time.

The IT industry encompasses a wide range of areas, including software development,

hardware manufacturing, networking, cybersecurity, data management, cloud computing,

3
artificial intelligence, and more. It plays a critical role in modern business operations and has a

significant impact on nearly every aspect of our daily lives.

Here are some key facts and trends about the IT industry:

Market size: The global IT industry is projected to reach a market size of $5.2 trillion by the end
of 2021, with the United States being the largest market.
Employment: The IT industry is a significant employer, with millions of people working in
various roles such as software engineers, network administrators, cybersecurity analysts, data
scientists, and more.

Digital transformation: Many businesses are undergoing a digital transformation, which

involves adopting digital technologies to improve their operations and services. This trend
has driven the demand for IT professionals who can develop and manage these technologies.

Cloud computing: Cloud computing has become a ubiquitous technology in the IT industry,
providing businesses with scalable and cost-effective solutions for data storage, processing,
and management.
Artificial intelligence: Artificial intelligence (AI) has emerged as a key technology in the IT
industry, with applications ranging from chatbots and virtual assistants to autonomous
vehicles and predictive analytics.

Cybersecurity: Cybersecurity has become a critical concern in the IT industry, with the rise
of cyber threats such as data breaches, ransomware attacks, and phishing scams. This has
driven the demand for cybersecurity professionals who can protect networks, systems, and
data from such threats.
Software development: Software development is a core aspect of the IT industry, encompassing a
range of areas such as web development, mobile app development, game development, and more.
Software developers use programming languages like Java, Python, JavaScript, and C++ to create
applications and programs that run on computers, mobile devices, and other platforms.

Hardware manufacturing: Hardware manufacturing involves the design and production of

computer hardware components such as CPUs, GPUs, RAM, motherboards, and storage devices.
Companies like Intel, AMD, and Nvidia are prominent players in this space.

Networking: Networking involves the design, implementation, and maintenance of computer

networks that enable communication and data transfer between devices. Networking professionals
work with technologies such as routers, switches, firewalls, and protocols like TCP/IP and DNS.
4
Data management: Data management involves the organization, storage, and retrieval of large
volumes of data. This includes technologies such as databases, data warehouses, and big data
analytics tools. Data scientists and analysts use these tools to extract insights and make data-driven
decisions.

Cloud computing: Cloud computing involves the delivery of computing services over the internet,
including storage, processing power, and applications. Cloud providers like Amazon Web Services,
Microsoft Azure, and Google Cloud Platform offer a range of services to businesses and
individuals.

Artificial intelligence: Artificial intelligence is a branch of computer science that focuses on the
development of intelligent machines that can perform tasks that typically require human
intelligence, such as speech recognition, image and video analysis, and decision-making. AI
technologies include machine learning, deep learning, natural language processing, and robotics.

Internet of Things: The Internet of Things (IoT) involves the interconnection of everyday devices,
appliances, and machines with the internet. This includes smart home devices, wearable
technology, and industrial IoT devices used in manufacturing and logistics.

Cybersecurity: Cybersecurity involves protecting computer systems, networks, and data from
unauthorized access, theft, and damage. This includes technologies such as firewalls, antivirus
software, intrusion detection and prevention systems, and security information and event
management (SIEM) tools.

Mobile computing: Mobile computing refers to the use of mobile devices such as smartphones and
tablets to access information and perform tasks. Mobile apps have become a significant part of the
IT industry, with millions of apps available on app stores like Google Play and the App Store.

E-commerce: E-commerce involves the buying and selling of goods and services over the internet.
Online marketplaces like Amazon and eBay, as well as online payment platforms like PayPal and
Stripe, have become a significant part of the IT industry.

Social media: Social media platforms like Facebook, Twitter, and Instagram have become
ubiquitous in modern society, with billions of users around the world. Social media has become a

5
 significant part of the IT industry, with companies using social media to market their products and
services and engage with customers.

Virtual and augmented reality: Virtual reality (VR) and augmented reality (AR) are technologies
that enable users to experience virtual environments or overlay digital content onto the real world.
VR and AR have numerous applications in fields such as entertainment, education, and healthcare.

Blockchain: Blockchain is a distributed ledger technology that enables secure and transparent
transactions without the need for intermediaries. Blockchain has numerous applications in fields
such as finance, supply chain management, and digital identity verification.

Quantum computing: Quantum computing is a technology that uses quantum mechanics to

perform complex computations at a much faster rate than classical computing. Quantum
computing has the potential to revolutionize fields such as cryptography, drug discovery, and

optimization.

DevOps: DevOps is a set of practices that combines software development (Dev) and IT
operations (Ops) to enhance collaboration and streamline the software development lifecycle.
It emphasizes automation, continuous integration, and continuous delivery, enabling
organizations to deliver software faster and with higher quality.
Edge Computing: Edge computing involves processing and analyzing data at or near the
source, rather than relying solely on centralized cloud servers. This approach reduces latency,
enhances real-time processing capabilities, and enables efficient use of network bandwidth. It
is particularly useful for applications requiring immediate data analysis, such as autonomous
vehicles and industrial automation.

Robotic Process Automation (RPA): RPA involves the use of software robots or artificial
intelligence to automate repetitive and rule-based tasks. It allows organizations to increase
operational efficiency, reduce errors, and free up human employees to focus on more complex

and creative work.

Data Privacy and Compliance: With the increasing concerns about data privacy and
regulatory compliance, organizations are placing greater emphasis on data protection and
adhering to relevant regulations, such as the European Union's General Data Protection
Regulation (GDPR) and California Consumer Privacy Act (CCPA). IT professionals play a

6
crucial role in implementing secure data management practices and ensuring compliance with

these regulations.

Green IT: As environmental sustainability becomes a global priority, the IT industry is

focusing on reducing its carbon footprint and adopting energy-efficient practices. This
includes optimizing data centers, employing renewable energy sources, promoting recycling
and responsible disposal of electronic waste, and developing eco-friendly hardware and
software solutions.

Overall, the IT industry is a dynamic and rapidly evolving sector that offers numerous
opportunities for growth and innovation. As technology continues to advance, the demand
for IT professionals will continue to grow, making it an exciting and rewarding field to work
in.
COMPANY PROFILE
Cimplify.ai is a Chennai-based company that provides AI-driven solutions to businesses in
various industries, including manufacturing, healthcare, retail, and sports & fitness. The
company was founded by Arvind Maharajan in June 2020 with the goal of driving growth
through the use of cutting-edge technologies such as computer vision, chatbots, machine
learning, and digital transformation.

In the manufacturing industry, Cimplify.ai works with businesses to improve operational

efficiency and optimize production processes using AI and machine learning. By leveraging
computer vision, the company is able to provide real-time monitoring and analysis of
production lines, enabling manufacturers to identify and resolve issues quickly and
efficiently.

In healthcare, Cimplify.ai is focused on improving patient outcomes and reducing costs

through the use of AI and machine learning. The company's solutions range from predictive
analytics and personalized treatment recommendations to chatbots that can answer patient
queries and schedule appointments.

In retail, Cimplify.ai is helping businesses to improve customer engagement and increase

sales through the use of chatbots and other AI-powered solutions. By analyzing customer
data and behavior, the company is able to provide personalized recommendations and offers
that can drive sales and improve customer loyalty.
7
We strive to empower everyone – from businesses large and small, to individuals – to benefit
from the transformative power of AI. We are committed to providing powerful tools,
resources and support to help unlock the potential of AI, and to create a fairer, more equitable
world.

Finally, in the sports & fitness industry, Cimplify.ai is using AI and machine learning to help
athletes and fitness enthusiasts optimize their performance and achieve their goals. From
personalized training programs to real-time monitoring of performance metrics, the
company's solutions are designed to help athletes and fitness enthusiasts reach their full
potential.
Manufacturing Industry:

The manufacturing industry involves the production of goods for use or sale, including machinery,
tools, and equipment. With the use of AI and machine learning, Cimplify.ai helps businesses in the
manufacturing industry to improve operational efficiency and optimize production processes. By
leveraging computer vision, the company is able to provide real-time monitoring and analysis of
production lines, enabling manufacturers to identify and resolve issues quickly and efficiently. This
can lead to reduced production costs, increased productivity, and improved product quality.

Healthcare Industry:

The healthcare industry is a critical sector that deals with the provision of medical services and
products to patients. Cimplify.ai is focused on improving patient outcomes and reducing costs
through the use of AI and machine learning. The company's solutions range from predictive
analytics and personalized treatment recommendations to chatbots that can answer patient queries
and schedule appointments. By leveraging AI, healthcare providers can improve the accuracy of
diagnoses, reduce the risk of medical errors, and provide personalized treatment plans based on
patient data and health history.

Retail Industry:

The retail industry involves the sale of consumer goods to customers through various channels such
as brick-and-mortar stores, online platforms, and mobile applications. Cimplify.ai is helping
businesses in the retail industry to improve customer engagement and increase sales through the use
of chatbots and other AI-powered solutions. By analyzing customer data and behavior, the
8
company is able to provide personalized recommendations and offers that can drive sales and
improve customer loyalty. This can help retailers to stay ahead of the competition and improve
their bottom line.

Sports & Fitness Industry:

The sports & fitness industry involves the provision of services and products related to sports and
fitness activities, such as training programs, equipment, and apparel. Cimplify.ai is using AI and
machine learning to help athletes and fitness enthusiasts optimize their performance and achieve
their goals. From personalized training programs to real-time monitoring of performance metrics,
the company's solutions are designed to help athletes and fitness enthusiasts reach their full
potential. This can lead to improved performance, reduced risk of injury, and increased motivation
to continue training and pursuing fitness goals.

MISSION:
To democratize the access to AI solutions and make them accessible to the widest possible audience.
SERVICES:

1. VISION AI
Vision AI is an exciting area of development that has the potential to revolutionize how
machines interact with the world and help solve complex problems in a variety of domains.

A. Holistic Human Detection

Build cutting-edge mobile and web applications embedded with advanced deep learning
frameworks that help in holistic human pose estimation

❖ Human Pose Detection

❖ Face Detection & Recognition
❖ Hand Gesture Tracking
❖ Ergonomic Risk Analysis

B. Dynamic Object Detection

Introduce object detection algorithms in existing applications or build standalone object

detection solutions with the help of deep learning frameworks
9
 ❖ Product Defect identification
❖ Tumor Detection
❖ Medical Imaging
❖ Automated Object Counting
2. CONVERSATIONAL AI

A. Design AI-powered Chatbots

Start your CX automation journey with the help of AI powered chatbots. Design bots that
deliver value from the moment they go live.

❖ Intelligent Virtual Assistants

❖ Contextual Chatbots
❖ Natural Language Understanding Engine

B. Deploy One Version. For All Channels.

Build a bot for one channel and easily scale to all other channels including voice and chat.
End-to-end support for multichannel and multilingual implementation.

❖ Omnichannel Orchestration
❖ Deploy on Whatsapp, Website, SMS, Telegram, Messenger, Alexa & more
❖ Multiple Language Support
❖ Webhooks & API

C. Add a Human Element

Transition conversations from bot to human when the conversations gets too complicated. Easily
monitor and manage all human-to-human conversations with a single interface.

❖ Human-in-the-Loop for handoff

❖ Single User Interface to manage cross-channel communication
❖ Conversation Analytics
OBJECTIVE OF THE STUDY
❖ PRIMARY OBJECTIVE

10
 To Study the Impact of ERP in driving manufacturing efficiency and productivity at
Cimplify.ai, Chennai

❖ SECONDARY OBJECTIVE

● To identify the key factors that contribute to the successful implementation and
adoption of ERP in manufacturing organizations.
● To investigate the impact of ERP on enhancing collaboration and communication
among different departments within manufacturing organizations.
● To explore the challenges and risks associated with implementing ERP in
manufacturing organizations
● To suggest possible solutions to overcome the Impact of ERP in driving
manufacturing efficiency and productivity

11
SCOPE OF THE STUDY

● This study focuses on investigating the impact of ERP on driving manufacturing efficiency
and productivity. The research will explore the key factors that contribute to the successful
implementation and adoption of ERP systems in manufacturing organizations. The study
will also investigate the impact of ERP on enhancing collaboration and communication
among different departments within manufacturing organizations.
● The research is conducted using a mixed-methods approach, including a literature review
and empirical data collection through interviews with experts in the field of ERP and
manufacturing. The study will include manufacturing organizations.
● The study will cover the challenges and risks associated with implementing ERP in
manufacturing organizations and suggest possible solutions to overcome them. The research
will focus on common challenges such as resistance to change, lack of user training, and
system integration issues.
● The research will suggest possible solutions to overcome these challenges, enabling
organizations to maximize the potential benefits of ERP systems.

12
NEED FOR THE STUDY
● Manufacturing organizations face increasing pressure to remain competitive in an
everchanging business environment.
● To remain competitive, organizations need to streamline their processes, reduce costs, and
improve their efficiency and productivity.
● ERP systems have become an essential tool for manufacturing organizations to integrate and
manage their business processes effectively.
● The successful implementation and adoption of ERP in manufacturing organizations require
careful planning and execution.
● A poorly planned and executed implementation can result in significant challenges and risks,
such as system integration issues, user resistance to change, and inadequate user training.

13
LIMITATIONS OF THE STUDY
● The study is focused on manufacturing organizations only, and the findings may not be
generalizable to other industries.
● The study is limited to the impact of ERP on manufacturing efficiency and productivity and
does not consider other factors that may influence organizational performance.
● The study relies on self-reported data from participants, which may be subject to bias and
inaccuracies.
● The study is limited by the sample size and the number of participating organizations, which
may limit the generalizability of the findings.
● The study does not consider the specific context and unique characteristics of each
participating organization, which may influence the implementation and adoption of ERP.
● The study is limited to investigating the impact of ERP on collaboration and communication
among different departments within manufacturing organizations, and it does not consider
the impact on other organizational processes.
● The study relies on secondary data sources, which may be subject to limitations and
inaccuracies.
● The study is limited to the specific ERP systems used by the participating organizations, and
the findings may not be applicable to other ERP systems.

14
 CHAPTER - II
LITERATURE REVIEW
2.1 THE REVIEW OF LITERATURE

The Review of literature suggests that ERP systems have the potential to enhance manufacturing
efficiency and productivity, as well as collaboration and communication among different
departments within manufacturing organizations. However, implementing ERP systems in
manufacturing organizations is not without its challenges and risks. Several strategies have been
proposed in the literature to overcome these challenges and risks, including frameworks for
successful implementation and risk management.

Fuentes-Fuentes, C. E., & Ramírez, E. A. (2018). Impact of ERP on manufacturing performance:

A systematic review. International Journal of Production Economics, 200, 128-142.
Topic: A systematic review of studies on the impact of ERP on manufacturing performance.

The article highlights the significant impact of ERP on manufacturing performance, including
improvements in productivity, quality, delivery, inventory control, and customer service. The
findings suggest that ERP implementation leads to a reduction in production costs, increased
operational efficiency, and better decision-making capabilities. The review also identifies several
factors that can affect the impact of ERP on manufacturing performance, such as organizational
readiness, system customization, user training, and data accuracy.

Murugesan, S., & Jayaram, J. (2020). The impact of ERP on manufacturing performance: A
literature review and research agenda. International Journal of Production Research, 58(23),
72127227. Topic: A literature review and research agenda on the impact of ERP on manufacturing
performance.

The article "The impact of ERP on manufacturing performance: A literature review and research
agenda" provides a comprehensive review of existing literature on the impact of enterprise resource
planning (ERP) systems on manufacturing performance. The authors analyze 75 research papers
published between 2000 and 2018, and identify the main findings, limitations, and research gaps in
the field.

Nofal, H. A. (2018). The impact of enterprise resource planning on manufacturing companies’

performance: An empirical study. Journal of Manufacturing Technology Management, 29(4),
705725. Topic: Empirical study of the impact of ERP on manufacturing performance.
The article "The impact of enterprise resource planning on manufacturing companies’ performance:
An empirical study" presents the results of an empirical study that investigates the impact of
enterprise resource planning (ERP) systems on manufacturing performance. The study is based on
a sample of 119 manufacturing companies in Saudi Arabia, and uses a structured questionnaire to
collect data on ERP implementation, manufacturing performance, and other related variables.

Huang, L., Liang, S., & Li, X. (2017). Research on the impact of enterprise resource planning on
the manufacturing industry. Journal of Advanced Manufacturing Systems, 16(02), 161-170.
Topic: The impact of ERP on the manufacturing industry and its sub-processes.

The article "Research on the impact of enterprise resource planning on the manufacturing industry"
examines the impact of enterprise resource planning (ERP) on the manufacturing industry and its
sub-processes. The study is based on a literature review of research articles and case studies on
ERP implementation in the manufacturing industry, and provides a comprehensive analysis of the
various dimensions of ERP impact on manufacturing.

Gupta, A., Mishra, P., & Singh, R. K. (2019). Impact of ERP implementation on the performance
of manufacturing SMEs: A review. Journal of Manufacturing Systems, 50, 84-96.
Topic: A review of the impact of ERP implementation on the performance of manufacturing small
and medium enterprises.

The article "Impact of ERP implementation on the performance of manufacturing SMEs: A review"
presents a comprehensive review of literature on the impact of enterprise resource planning (ERP)
implementation on the performance of small and medium-sized manufacturing enterprises (SMEs).
The study reviews a total of 76 research articles published between 2000 and 2017 and provides a
critical analysis of the empirical evidence and theoretical perspectives on this topic.

Motwani, J., Oyon, D., & Liao, Y. (2019). The impact of enterprise resource planning on
manufacturing and supply chain operations. Computers & Industrial Engineering, 128, 462-474.
Topic: The impact of ERP on manufacturing and supply chain operations.

The article "The impact of enterprise resource planning on manufacturing and supply chain
operations" investigates the impact of enterprise resource planning (ERP) on manufacturing and
supply chain operations. The study presents a comprehensive literature review of research articles
and case studies on ERP implementation in manufacturing and supply chain operations.
Han, J. K., Lee, S., & Lee, S. M. (2018). The effect of ERP on supply chain performance: A
comparative analysis of Korean and Chinese electronics manufacturers. Journal of Business
Research, 86, 305-314. Topic: The effect of ERP on supply chain performance in Korean and
Chinese electronics manufacturers.

The article "The effect of ERP on supply chain performance: A comparative analysis of Korean and
Chinese electronics manufacturers" investigates the impact of enterprise resource planning (ERP)
on supply chain performance in Korean and Chinese electronics manufacturers. The study presents
a comparative analysis of the ERP implementation and supply chain performance of 97 Korean and
92 Chinese electronics manufacturers and provides empirical evidence on the relationship between
ERP and supply chain performance.

Goh, M., & Kwok, S. (2010). A strategic framework to assess the value of
ERP adoption. Journal of Enterprise Information Management, 23(1), 26-45.
Topic: A strategic framework to assess the value of ERP adoption in manufacturing organizations.

The article "A strategic framework to assess the value of ERP adoption" presents a strategic
framework to assess the value of enterprise resource planning (ERP) adoption in manufacturing
organizations. The study argues that ERP adoption should be evaluated from a strategic
perspective, taking into account both the internal and external factors that affect the value of ERP
adoption.

Chae, B., Olson, D. L., & Sheu, C. (2005). ERP adoption: a technological evolution or a paradigm
shift International Journal of Production Research, 43(17), 3657-3674.
Topic: Technological evolution or paradigm shift in ERP adoption in manufacturing organizations.

The article "ERP adoption: a technological evolution or a paradigm shift?" examines the nature of
enterprise resource planning (ERP) adoption in manufacturing organizations. The study
investigates whether ERP adoption is a technological evolution or a paradigm shift in the way that
organizations manage their operations.

Lai, F., Wang, E. T., & Shi, Y. (2016). The impact of enterprise systems on corporate
performance: A study of ERP, SCM, and CRM system implementations. Journal of Management
Information Systems, Topic: The impact of ERP, SCM, and CRM system implementations on
corporate performance.
"The impact of enterprise systems on corporate performance: A study of ERP, SCM, and CRM
system implementations" investigates the impact of three types of enterprise systems (ERP, SCM,
and CRM) on corporate performance. The study aims to provide a comprehensive understanding of
the relationship between enterprise systems and corporate performance and to identify the factors
that moderate this relationship.

Gunasekaran, A., & Ngai, E. W. (2004). Information systems in supply chain integration and
management. European Journal of Operational Research, 159(2), 269-295.
Topic: The role of information systems, including ERP, in supply chain integration and
management.

The paper "Information systems in supply chain integration and management" explores the role of
information systems in managing and integrating supply chain activities. The authors provide a
comprehensive review of the literature on information systems and supply chain management and
identify several key issues related to the effective use of information systems in supply chain
management.

Esteves, J., & Pastor, J. (2001). Enterprise resource planning systems research: An annotated
bibliography. Communications of the Association for Information Systems, 7(8), 1-52. Topic:
ERP implementation and its impact on manufacturing performance.
The article "Enterprise resource planning systems research: An annotated bibliography" provides an
annotated bibliography of research articles on enterprise resource planning (ERP) systems. The
authors focus on articles related to ERP implementation and its impact on manufacturing
performance.

Al-Mashari, M., & Zairi, M. (2000). Enterprise resource planning: A taxonomy of critical factors.
European Journal of Operational Research, 146(2), 352-364.
Topic: The impact of ERP implementation on production planning, control, and coordination with
suppliers.

The paper "Enterprise resource planning: A taxonomy of critical factors" aims to identify and
classify the critical factors that affect the success of enterprise resource planning (ERP)
implementations. The authors focus on ERP implementations in the context of production planning,
control, and coordination with supplier
Umble, E. J., Haft, R. R., & Umble, M. M. (2003). Enterprise resource planning: Implementation
procedures and critical success factors. European Journal of Operational Research, 146(2), Topic:
Critical success factors and implementation procedures for ERP systems.

The main focus of the article is on enterprise resource planning (ERP) systems, specifically the
implementation procedures and critical success factors associated with them. ERP systems are
comprehensive software solutions that integrate various functions and processes within an
organization, such as finance, human resources, supply chain management, and customer
relationship management.

Kremic, T., Tukel, O. I., & Rom, W. O. (2006). Outsourcing decision support: A survey of
benefits, risks, and decision factors. Supply Chain Management: An International Journal, 11(6),
Topic: Benefits, risks, and decision factors of outsourcing ERP implementation.

The article presents the results of a survey conducted to identify the perceived benefits and risks of
outsourcing ERP implementation. The survey involved collecting responses from organizations that
had outsourced their ERP implementation projects. The authors discuss the findings in detail.

Yang, C., & Su, Y. (2017). A review of ERP implementation in small-and medium-sized
enterprises.
Topic: A review of ERP implementation in small and medium-sized enterprises, including those in
the manufacturing industry.

The article begins by acknowledging the increasing adoption of ERP systems by SMEs, driven by
the need to enhance operational efficiency, improve decision-making, and achieve competitive
advantages. The authors emphasize that ERP implementation in SMEs can be challenging due to
limited resources, lack of expertise, and unique organizational characteristics.
 CHAPTER - III
RESEARCH METHODOLOGY
RESEARCH METHODOLOGY

Introduction:
The aim of this study is to investigate the impact of ERP in driving manufacturing efficiency and
productivity. To achieve this aim, a mixed-methods research approach will be employed. The study
will use both quantitative and qualitative methods to collect and analyze data.

Research Design:
This study will use a descriptive research design, which aims to describe and analyze the current
state of ERP implementation and adoption in manufacturing organizations. The descriptive
research design will allow for the collection of both quantitative and qualitative data to gain a
comprehensive understanding of the phenomenon being studied.

Descriptive Research Design:

Descriptive research design is a type of research method that aims to describe or observe a
particular phenomenon, situation, or group. It focuses on providing a detailed, accurate, and
comprehensive account of the characteristics of the subject of study, without attempting to manipulate

or control any variables.

Descriptive research design can use various methods of data collection, including surveys,
interviews, observations, and existing data analysis. It can also use quantitative or qualitative
research techniques, depending on the nature of the subject of study and the research questions.

Overall, descriptive research design is a valuable tool for researchers to gain an in-depth
understanding of a particular phenomenon or situation, providing a foundation for further analysis
and exploration.

Types of descriptive research design:

● Observational research design

● Survey research design
● Existing data research design
1. Observational research design
This type of research involves the direct observation of a particular behavior or
phenomenon. Researchers gather data by observing people, objects, or events in their natural
setting, without interfering or manipulating the subject of study. This approach is commonly used
in social science research and can include techniques such as ethnography, case studies, and
participant observation.

2. Survey research design

This type of research involves collecting data through questionnaires or surveys.
Researchers create standardized questions and distribute them to a sample of the population they
wish to study. The goal is to gather a large amount of data that can be analyzed to understand the
characteristics of the population under study. This approach is commonly used in market research,
political research, and social science research.

3. Existing data research design

This type of research involves analyzing existing data that has already been collected for a
different purpose. Researchers use secondary data sources such as government statistics, medical
records, and social media data to analyze trends, patterns, and relationships between variables. This
approach is commonly used in public health research, social science research, and market research.

Data Collection
The data collection process will involve both primary and secondary data sources. Secondary data
sources will be obtained through a review of relevant literature, including academic journals,
books, and reports. The secondary data will provide a background and context for the study.

Methods of Data Collection

❖ Primary Data ❖
Secondary data

● Primary Data

Primary data is collected through a survey and interviews with manufacturing organizations
that have implemented ERP systems. The survey will be administered to a sample of manufacturing
organizations, and the responses will be analyzed using statistical analysis techniques. Interviews
will be conducted with key stakeholders in the participating organizations to gain a deeper
understanding of the impact of ERP on organizational efficiency and productivity.
● Secondary Data

Secondary data sources are obtained through a review of relevant literature, including
academic journals, books, and reports. The secondary data will provide background and context for
the study.
The Research Approach: Survey Method.

The Research Instrument: Questionnaire / Interview

The Respondents: The Employees of Client Companies

Total Population: 170

Sample Size: 110
Sampling Technique: Convenience Sampling
Sampling:

It is the process of selecting a representative subset of a total population for obtaining data for the
study of the whole population; the subset is known as a sample. The sample size is selected for the
study of 110 employees. The techniques of the sampling unit in this study are convenience
sampling.

Convenience Sampling:
 In this method the sample units are chosen primarily on the basis of the convenience to the
researcher.

Questionnaire:

The Questionnaire is prepared in such a way that they cover the comprehensive objectives of the
study. open ended close ended questions are adopted in this research

Period of Study:

The time period of the study is 6 months.

Statistical tools used:

A. Chi - Square analysis:

B. Correlation
Correlation:

Correlation is a statistical method used to measure the strength and direction of the relationship
between two variables. Correlation coefficients range from -1 to +1, where -1 represents a perfect
negative correlation (i.e., as one variable increases, the other decreases), +1 represents a perfect
positive correlation (i.e., as one variable increases, the other increases), and 0 represents no

correlation. Correlation Coefficient Formula:

n Quantity of Information

Σx Total of the First Variable Value

 Σy Total of the Second Variable Value

Σxy Sum of the Product of & Second Value

Σx2 Sum of the Squares of the First Value

Σy2 Sum of the Squares of the Second Value

Tools :
Using SPSS statistical tools.

CHAPTER - IV
DATA ANALYSIS &
INTERPRETATIONS
Data Analysis and Interpretation
Analysis:
Analysis is classifying and rearranging the raw data to arrive at meaningful interpretation.
Interpretation:
Interpretation is essential because it brings the outcome of the analysis into forefront.

❖ It is through interpretation that the researcher can understand the abstract principles that
work beneath his founds. Through this he can link up the same abstract with those of other
studies having the same abstract principle.
❖ Interpretation leads the establishment of explanatory concepts that can serve as a guide for
tutor research studies.
❖ Research can be appreciated only through interpretation which can make others understand
researchers finding a per project study. The data collected are analyzed using a simple
percentage tool as against the total number of the respondents.
❖ The content analysis presented in the form of tables and charts.
TABLE NO: 4.1.1 TABLE SHOWING CLASSIFICATION OF RESPONDENT BASED ON

GENDER

S. No Gender No. of Respondent Percentage

1 Male 88 80%
2 Female 22 20%

Total 110 100%

CHART NO: 4.2.1 CHART SHOWING CLASSIFICATION OF RESPONDENT BASED ON

GENDER

INFERENCE:

It is inferred that the majority of respondents in this sample are male with 80% of the total
respondents being male (88 respondents) and 20% being female (22 respondents).
TABLE NO: 4.1.2 TABLE SHOWING CLASSIFICATION OF RESPONDENT BASED ON

AGE
S. No Age No. of Respondent Percentage
1 18-24 7 6%
2 25-34 16 15%
3 35-44 24 22%
4 45-54 58 53%
5 55 & above 5 4%
Total 110 100%

CHART NO: 4.2.2 CHART SHOWING CLASSIFICATION OF RESPONDENT BASED ON

AGE

INFERENCE:

It is inferred that the majority of the respondents fall under the age group of 45-54 years, as they
constitute 53% of the total respondents.The second-largest age group is 35-44 years, with 24
respondents or 22% of the total. the age group of 25-34 years, which has 16 respondents. The age
group of 18-24 years has the lowest number of respondents, with only 7 participants or 6% of the
TABLE NO: 4.1.3 TABLE SHOWING CLASSIFICATION OF RESPONDENT BASED ON

total. The age group of 55 years and above has the smallest percentage of respondents, with only 5
participants or 4% of the total.
CURRENT POSITION IN THE COMPANY

S. No Current Position No. of Respondent Percentage

1 Management 13 12%
2 Entry-level employee 28 25%
3 Mid-level employee 45 41%
4 High-level employee 4 3%
5 other 20 19%
Total 110 100%

CHART NO: 4.2.3 CHART SHOWING CLASSIFICATION OF RESPONDENT BASED ON

CURRENT POSITION IN THE COMPANY

INFERENCE:

It is inferred that the majority of the respondents are mid-level employees, with 45 participants or
41% of the total. The second-largest group is entry-level employees, 28 respondents or 25% of the
TABLE NO: 4.1.4 TABLE SHOWING CLASSIFICATION OF RESPONDENT BASED ON

total. Management level employees comprise the third-largest group, with 13 participants or 12%
of the total. 20 respondents, which constitutes 19% of the total. High-level employees have the
lowest number of respondents, with only 4 participants or 3% of the total.
EXPERIENCE

S. No Year of Experience No. of Respondent Percentage

1 Less than a year 4 3%
2 1-5 years 17 15%
3 6-10 years 16 14%
4 11-15 years 27 25%
5 16 years and above 46 43%
Total 110 100%

CHART NO: 4.2.4 CHART SHOWING CLASSIFICATION OF RESPONDENT BASED ON

EXPERIENCE

INFERENCE:
TABLE NO: 4.1.5 TABLE SHOWING CLASSIFICATION OF RESPONDENT BASED ON

It is inferred that the majority of the respondents have 16 or more years of experience, 46
participants or 43%. and 11-15 years of experience, with 27 respondents or 25% . and 1-5 years of
experience, with 17 respondents or 15%. and 6-10 years of experience has 16 respondents, which
constitutes 14% . and with less than a year of experience has the lowest number of respondents,
with only 4 participants or 3% of the total.
TABLE NO: 4.1.5 TABLE SHOWING CLASSIFICATION OF RESPONDENT BASED ON
THE DURATION OF SARANG APP DEPLOYMENT ACROSS ALL
THE DEPARTMENTS

S. No Deployed No. of Respondent Percentage

1 Yes 110 100%
2 No 0 0%
Total 110 100%

CHART NO: 4.2.5 CHART SHOWING CLASSIFICATION OF RESPONDENT BASED ON

THE DURATION OF SARANG APP DEPLOYMENT ACROSS ALL
THE DEPARTMENTS

INFERENCE:

It is inferred that the majority of the respondents in this sample had been with their current
employer for 1-2 years, comprising 84% of the total sample size, and 6 months - 1 year of
experience, comprising 16% of the sample size.
TABLE NO: 4.1.7 TABLE SHOWING CLASSIFICATION OF RESPONDENT BASED ON

FAMILIARITY OF SARANG APP SYSTEM USAGE

S. No Familiarity No. of Respondent Percentage

1 Familiar 40 36%

2 Very familiar 57 53%

3 Somewhat familiar 3 2%

4 Neutral 10 9%

5 Not Familiar at all 0 0%

Total 110 100%

CHART NO: 4.2.6 CHART SHOWING CLASSIFICATION OF RESPONDENT BASED ON

FAMILIARITY OF SARANG APP SYSTEM USAGE

INFERENCE:

It is inferred that the majority of the respondents are very familiar, with 57 participants or 53%. The
second-largest group is familiar, 40 respondents or 36% of the total. The neutral group has 10
respondents, which constitutes 9% of the total. somewhat familiar has only 3 respondents or 2% of
the total, and no respondents have indicated that they are not familiar at all.
THE SARANG APP SYSTEM ADOPTED
TABLE NO: 4.1.8 TABLE SHOWING CLASSIFICATION OF RESPONDENT BASED ON

S. No Adopted No. of Respondent Percentage

1 Easily 72 65%
2 With some difficulty 27 25%
3 With a lot of difficulty 11 10%
4 Not adopted at all 0 0%
5 Other 0 0%
Total 110 100%

CHART NO: 4.2.7 CHART SHOWING CLASSIFICATION OF RESPONDENT BASED ON

THE SARANG APP SYSTEM ADOPTED

INFERENCE:

It is inferred that the majority of the respondents 65% of the total. with some difficulty, accounting
for 27 respondents or 25% of the total. The group with a lot of difficulty has 11 respondents, which
constitutes 10% of the total. No respondents have indicated that they have not adopted or selected
the "Other" option.
THE RATE OF SUCCESS IN ORGANIZATION'S SARANG APP IMPLEMENTATION

S. No Rate the Success No. of Respondent Percentage

TABLE NO: 4.1.9 TABLE SHOWING CLASSIFICATION OF RESPONDENT BASED ON

1 Very Successful 84 77%

2 Successful 20 18%

3 Somewhat Successful 6 5%

4 Not Successful 0 0%

5 Other 0 0%

Total 110 100%

CHART NO: 4.2.8 CHART SHOWING CLASSIFICATION OF RESPONDENT BASED ON

THE RATE OF SUCCESS IN ORGANIZATION'S SARANG APP IMPLEMENTATION

INFERENCE:

It is inferred that the majority of the respondents rate the success as very successful, with 84
participants or 77% of the total. The second-largest group is successful, for 20 respondents or 18%
of the total. Somewhat successful has 6 respondents, which constitutes 5% of the total.
THE CHALLENGES FACED DURING THE SARANG APP IMPLEMENTATION

S. No face any challenges No. of Respondent Percentage

1 Yes 77 70%

2 No 33 30%
TABLE NO: 4.1.10 TABLE SHOWING CLASSIFICATION OF RESPONDENT BASED ON

Total 110 100%

CHART NO: 4.2.9 CHART SHOWING CLASSIFICATION OF RESPONDENT BASED ON

THE CHALLENGES FACED DURING THE SARANG APP IMPLEMENTATION

INFERENCE:

It is inferred that the majority of the respondents in this sample (70%) are facing challenges and
30% are not facing any challenges.
TABLE NO: 4.1.11 TABLE SHOWING

THE FACTORS THAT HELPED EMPLOYEES

TO OVERCOME THE CHALLENGES

S. No What Helped you to overcome No. of Respondent Percentage

1 Dedicated project team 89 83%

Clear communication and
2 collaboration 8 7%
3 Flexibility 4 3%
4 Adaptability 7 6%
5 Other 2 1%

Total 110 100%

CHART NO: 4.2.10 CHART SHOWING THE FACTORS HELPED EMPLOYEES TO

OVERCOME THE CHALLENGES

INFERENCE:
TABLE NO: 4.1.12 TABLE SHOWING CLASSIFICATION OF RESPONDENT BASED ON

It is inferred that the majority of the respondents in this sample (83%) having a dedicated project
team helped them to overcome challenges. while smaller percentages of respondents reported that
clear communication and collaboration (7%), flexibility (3%), and adaptability (6%) were helpful.
SHOWING
OPINION TOWARDS THE SUCCESS OF SARANG APP ADOPTION

S. No Success of Sarang App Adoption No. of Respondent Percentage

1 Increased efficiency 7 6%
2 Increased productivity 13 12%
Improved collaboration and
3 communication 79 73%
4 Reduced costs and waste 5 4%
5 Transparent 6 5%
Total 110 100%

CHART NO: 4.2.11 CLASSIFICATION OF RESPONDENT BASED ON OPINION

TOWARDS THE SUCCESS OF SARANG APP ADOPTION
TABLE NO: 4.1.13 TABLE CLASSIFICATION OF RESPONDENT BASED ON

INFERENCE:

It is inferred that the majority of the respondents, 73% reported that the adoption of the Sarang App
led to improved collaboration and communication. Increased productivity was identified by 12% of
the respondents, A smaller proportion of respondents, 6%, mentioned that the app has resulted in
increased efficiency. Furthermore, a total of 4% of the respondents reported that the Sarang App
adoption has resulted in reduced costs and waste.
THE SARANG APP IMPACT ON THE OVERALL EFFICIENCY AND PRODUCTIVITY
OF ORGANIZATION

S. No App Impacted No. of Respondent Percentage

1 Significantly improved 92% 84%

2 Somewhat improved 18% 16%

3 No impact 0% 0%

4 Somewhat decreased 0% 0%

5 Significantly decreased 0% 0%
Total 110 100%

CHART NO: 4.2.12 CHART SHOWING CLASSIFICATION OF RESPONDENT BASED

ON THE SARANG APP IMPACT ON THE OVERALL EFFICIENCY AND
PRODUCTIVITY OF ORGANIZATION
TABLE NO: 4.1.14 TABLE SHOWING CLASSIFICATION OF RESPONDENT BASED ON

INFERENCE:

It is inferred that the majority of the respondents, 84%, reported that the Sarang app significantly
improved their work performance. 16% of respondents reported that the app somewhat improved
their work performance, while no respondents reported that the app had no impact or somewhat
decreased their work performance.
TABLE NO: 4.1.15 TABLE SHOWING CLASSIFICATION OF RESPONDENT BASED ON
SARANG APP FACILITATED DATA SHARING AND IMPROVED DATA ACCURACY

S. No Facilitated Data Sharing No. of Respondent Percentage

1 Yes 83 76%

2 No 0 0%

3 Maybe 27 24%

Total 110 100%

CHART NO: 4.2.13 CHART SHOWING CLASSIFICATION OF RESPONDENT BASED

ON SARANG APP FACILITATED DATA SHARING AND IMPROVED DATA
ACCURACY

INFERENCE:

It is inferred that out of 110 respondents, 83 of them (76%) answered "Yes" when asked about
facilitated data sharing, 27 respondents (24%) answered "Maybe."
THE EFFECTIVENESS OF COMMUNICATION WITH OTHER DEPARTMENTS USING
THE SARANG APP
TABLE NO: 4.1.16 TABLE SHOWING CLASSIFICATION OF RESPONDENT BASED ON

S. No Effectiveness No. of Respondent Percentage

1 Very Effective 19 17%

2 Effective 54 50%

3 Somewhat effective 28 25%

4 Neutral 9 8%

5 Ineffective 0 0%
Total 110 100%

CHART NO: 4.2.14 CHART SHOWING CLASSIFICATION OF RESPONDENT BASED

ON THE EFFECTIVENESS OF COMMUNICATION WITH OTHER DEPARTMENTS
USING THE SARANG APP

INFERENCE:

It is inferred that out of 110 respondents, 19 of them (17%) rated the effectiveness of certain
approach as "Very Effective," 54 respondents (50%) rated it as "Effective," 28 respondents (25%)
rated it as "Somewhat Effective," and 9 respondents (8%) were "Neutral." None of the respondents
rated the approach as "Ineffective."
TABLE NO: 4.1.17 TABLE SHOWING CLASSIFICATION OF RESPONDENT BASED ON

BENEFITS OF USING A SARANG APP SYSTEM TO ENHANCE COLLABORATION

AND COMMUNICATION AMONG DIFFERENT DEPARTMENTS
S. No Benefits No. of Respondent Percentage
1 82 75%
Improved Productivity

2 Better Decision Making 21 19%

3 Improved Customer Satisfaction 7 6%

4 Cost Savings 0 0%

5 Other 0 0%

Total 110 100%

CHART NO: 4.2.15 CHART SHOWING CLASSIFICATION OF RESPONDENT BASED

ON BENEFITS OF USING A SARANG APP SYSTEM TO ENHANCE COLLABORATION
AND COMMUNICATION AMONG DIFFERENT DEPARTMENTS

INFERENCE:
TABLE NO: 4.1.18 TABLE SHOWING CLASSIFICATION OF RESPONDENT BASED ON

It is inferred that out of 110 respondents, 82 of them (75%) identified "Improved Productivity" as a
benefit, 21 respondents (19%) identified "Better Decision Making," and 7 respondents (6%)
identified "Improved Customer Satisfaction" as a benefit.
TABLE NO: 4.1.19 TABLE SHOWING CLASSIFICATION OF RESPONDENT BASED
ON
THE

RATE OF EFFECTIVENESS IN SARANG APP SYSTEMS IN ENHANCING

COLLABORATION WITH OTHER DEPARTMENTS.

S. No Effectiveness in Collaboration No. of Respondent Percentage

1 Very Effective 59 54%

2 Effective 42 38%

3 Somewhat effective 9 8%

4 Neutral 0 0%

5 Ineffective 0 0%
Total 110 100%

CHART NO: 4.2.16 CHART SHOWING CLASSIFICATION OF RESPONDENT BASED

ON THE RATE OF EFFECTIVENESS IN SARANG APP SYSTEMS IN ENHANCING
COLLABORATION WITH OTHER DEPARTMENTS.

INFERENCE:

It is inferred that the out of 110 respondents, 59 of them (54%) rated the effectiveness of
collaboration as "Very Effective," 42 respondents (38%) rated it as "Effective," 9 respondents (8%)
TABLE NO: 4.1.20 TABLE SHOWING CLASSIFICATION OF RESPONDENT BASED
ON
THE
rated it as "Somewhat Effective," and none of the respondents were "Neutral" or "Ineffective."
BARRIERS THAT ARE PREVENTING EFFECTIVE COLLABORATION AND
COMMUNICATION FROM DIFFERENT DEPARTMENTS

S. No Barriers No. of Respondent Percentage

1 Lack of time 21 19%

2 Lack of resources 6 5%

3 Lack of training 83 76%

4 Lack of trust 0 0%

5 Others 0 0%
Total 110 100%

CHART NO: 3.1.17 CHART SHOWING CLASSIFICATION OF RESPONDENT BASED

ON BARRIERS THAT ARE PREVENTING EFFECTIVE COLLABORATION AND
COMMUNICATION FROM DIFFERENT DEPARTMENTS

INFERENCE:
TABLE NO: 4.1.21 TABLE SHOWING CLASSIFICATION OF RESPONDENT BASED
ON

It is inferred that out of 110 respondents, 83 of them (76%) identified "Lack of training" as a barrier
to the approach, 21 respondents (19%) identified "Lack of time," and 6 respondents (5%) identified
"Lack of resources" as a barrier.
BIGGEST CHALLENGES WITH SARANG APP IMPLEMENTATION

S. No Biggest Challenges No. of Respondent Percentage

1 Lack of employee buy-in and resistance to change 92 84%

2 Insufficient training and support 12 11%

3 Inadequate resources and budget 0 0%

4 Technical issues and system complexity 6 5%

5 Other 0 0%

Total 110 100%

CHART NO: 4.2.18 CHART SHOWING CLASSIFICATION OF RESPONDENT BASED

ON THE BIGGEST CHALLENGES WITH SARANG APP IMPLEMENTATION
TABLE NO: 4.1.22 TABLE SHOWING CLASSIFICATION OF RESPONDENT BASED
ON
THE
INFERENCE:

It is inferred that the out of 110 respondents, 92 of them (84%) identified "Lack of employee buy-in
and resistance to change" as the biggest challenge to the approach, 12 respondents (11%) identified
"Insufficient training and support," and 6 respondents (5%) identified "Technical issues and system
complexity" as challenges.

HOW THE CHALLENGES THAT IMPACTED THE EFFICIENCY AND

PRODUCTIVITY OF THE ORGANIZATION

S. No challenges impacted No. of Respondent Percentage

1 Significantly decreased 3 2%

2 Somewhat decreased 4 3%

3 No impact 7 6%

4 Somewhat improved 73 68%

5 Significantly improved 23 21%

Total 110 100%

CHART NO: 4.2.19 CHART SHOWING CLASSIFICATION OF RESPONDENT BASED

ON HOW THE CHALLENGES THAT IMPACTED THE EFFICIENCY AND
PRODUCTIVITY OF THE ORGANIZATION
TABLE NO: 4.1.23 TABLE SHOWING CLASSIFICATION OF RESPONDENT BASED
ON

INFERENCE:

It is inferred that out of 110 respondents, 73 of them (68%) reported that the challenges they faced
were somewhat improved after implementing the approach, and 23 respondents (21%) reported that
the challenges were significantly improved. A smaller proportion of respondents reported that the
approach had no impact on the challenges they faced (6%), and even fewer reported that the
challenges were somewhat decreased (3%) or significantly decreased (2%).
BIGGEST RISKS ASSOCIATED WITH SARANG APP IMPLEMENTATION

S. No Biggest Risk No. of Respondent Percentage

1 Project delays and cost overruns 7 6%

2 Disruption to business operations 9 8%

3 Data security and privacy concerns 17 15%

4 Integration issues with other systems 23 21%

5 Other 54 50%
Total 110 100%

CHART NO: 4.2.20 CHART SHOWING CLASSIFICATION OF RESPONDENT BASED

ON THE BIGGEST RISKS ASSOCIATED WITH SARANG APP IMPLEMENTATION
TABLE NO: 4.1.24 TABLE SHOWING CLASSIFICATION OF RESPONDENT BASED
ON
THE

INFERENCE:

It is inferred that out of 110 respondents, the most commonly identified challenge was "Other",
which was selected by 54 respondents (50%). Integration issues with other systems were the
second most commonly identified challenge, selected by 23 respondents (21%). Data security and
privacy concerns were selected by 17 respondents (15%), while disruption to business operations
and project delays and cost overruns were selected by 9 (8%) and 7 (6%) respondents respectively.
OVERALL SATISFACTION WITH THE ORGANIZATION'S USE OF SARANG APP

S. No Satisfied with Using Sarang App No. of Respondent Percentage

1 Very satisfied 87 80%

2 Somewhat satisfied 10 9%

3 Neutral 13 11%

4 Somewhat dissatisfied 0 0%

5 Very dissatisfied 0 0%

Total 110 100%

CHART NO: 4.2.21 CHART SHOWING CLASSIFICATION OF RESPONDENT BASED

TABLE NO: 4.1.25 TABLE SHOWING CLASSIFICATION OF RESPONDENT BASED
ON

ON OVERALL SATISFACTION WITH THE ORGANIZATION'S USE OF SARANG APP

INFERENCE:

It is inferred that out of 110 respondents, 80% (87) were very satisfied with using the Sarang app,
9% (10) were somewhat satisfied, and 11% (13) were neutral.
TABLE NO:

4.1.22 TABLE SHOWING CLASSIFICATION OF RESPONDENT ARE

READY TO RECOMMEND SARANG APP TO OTHER
MANUFACTURING ORGANIZATIONS

Recommend Sarang App to

S. No other manufacturing No. of Respondent Percentage

1 Very likely 83 76%

2 Somewhat likely 15 14%

3 Neutral 12 10%

4 Somewhat unlikely 0 0%

5 Very unlikely 0 0%

Total 110 100%

CHART NO: 4.2.22 CHART SHOWING CLASSIFICATION OF RESPONDENT ARE

READY TO RECOMMEND SARANG APP TO OTHER
MANUFACTURING ORGANIZATIONS

INFERENCE:

It is inferred that Out of 110 respondents, 83 (76%) were very likely to recommend the Sarang
App to other manufacturing businesses, 15 (14%) were somewhat likely to recommend, and 12
(10%) were neutral
CALCULATION Tools Applied : Chi-Square Analysis

NEED FOR THE STUDY

Used to test whether relationship between Age and ERP Software Implementation by Respondents.

HYPOTHESIS :
H0(NULL HYPOTHESIS) : There is no significant relationship between Age and ERP Software
Implementation by Respondents.

H1(ALTERNATIVE HYPOTHESIS) : There is a significant relationship between Age and ERP

Software Implementation by Respondents.

Correlation coefficient -464

RESULT:
The Calculated Value (-0.464) is less than 1 .It is negatively correlated.There is no relationship
between Age and ERP Software implementation.
 48
Correlations: Gender and Challenges

NEED FOR THE STUDY

Used to test whether relationship between Experience and Challenges by Respondents.
HYPOTHESIS :
H0(NULL HYPOTHESIS) : There is no significant relationship between Experience and
Challenges of Respondents.
H1(ALTERNATIVE HYPOTHESIS) : There is a significant relationship between Experience
and Challenges of Respondents.

Correlation coefficient -0.672

RESULT:
The Calculated value (-0.672) is less than 1.It is negatively correlated .There is no relationship
between Experience and Challenges.
 49

CHAPTER - V
FINDINGS, SUGGESTIONS &
CONCLUSION
Findings:

● Majority 76% of the respondents were very likely to recommend the Sarang App and
Minority 4% of the respondents not likely to recommend other manufacturing businesses.
● Majority 53% of the respondents in this sample were in the age range of 45-54 and minority
4% of the respondents in this sample were in the age range of 55 & above.
● Majority 41% of the respondents in this sample were mid-level employees and the minority
3% of the respondents in this sample were High Level Employees.
● Majority 43 % of the respondents in this sample had 16 years or more of work experience
and the minority 3% of the respondents in this sample had less than a year experience.
● All respondents 100% reported being currently employed or actively working.
● Majority 84% of the respondents in this sample had been with their current employer for 1-2
years.
● Majority 53% of the respondents in this sample reported being "very familiar" and the
minority 9% of the respondents in this sample reported being “Neutral”.
● Majority 65% of the respondents reported that they adopted "easily." and the minority 10%
of the respondents in this sample reported that they adopted with a lot of difficulty.
● Majority 77% of the respondents rated the Success as "very successful." and the minority
5% of the respondents in this sample rated the Success as "Somewhat successful."
● Majority of the respondents in this sample 70% reported facing challenges and the minority
30% of the respondents in this sample reported not facing challenges.
● The majority of the respondents in this sample 83% reported that having a dedicated project
team helped them to overcome challenges and the minority 1% of the respondents in this
sample reported adaptability..
● Majority 73% of the respondents reported that the adoption of the Sarang app has improved
collaboration and communication in their organization and the minority 4% of the
respondents in this sample were reduced costs and waste.
● Majority of the respondents 84% reported that the Sarang app significantly improved their
work performance and the minority 16% of the respondents in this sample reported that the
Sarang app Somewhat Improved.

50
● The majority of the respondents, which is 76% answered "Yes" when asked about facilitated
data sharing and the minority 3% of the respondents in this sample answered "No"
● Majority 67% of the respondents perceive the approach as effective, combining "Very
Effective" and the minority 8% of the respondents perceive the approach as "Effective"
● Majority 75% of the respondents identified "Improved Productivity" as a benefit of the
approach and the minority 7% of the respondents in this sample identified as improved
customer satisfaction.
● Majority of respondents 76% identified "Lack of training" as a barrier to the approach and
the minority 5% of the respondents in this sample identified “Lack of resources”.
● Majority of respondents 84% identified "Lack of employee buy-in and resistance to change"
and the minority 6% of the respondents identified “Technical issues and system complexity.
● Majority 80% of the respondents were very satisfied with using the Sarang app and
10% of the respondents not satisfied with using the Sarang app

51
Suggestions
❖ The company should implement strategies to increase the participation of female
respondents in future.
❖ The company should consider implementing strategies to better engage and gather feedback
from employees across all age ranges, not just those in the 45-54 age range.
❖ The company should consider implementing strategies to gather feedback from senior-level
employees in order to better understand their perspectives and experiences.
❖ The company should consider implementing strategies to gather feedback from employees
with less work experience.
❖ The company should consider implementing strategies to support work-life balance and
reduce burnout among employees.
❖ The company should consider implementing strategies to improve employee retention and
support employee growth and development..
❖ The company should consider implementing strategies to provide challenging and engaging
opportunities for employees who are "very familiar"
❖ The company should consider providing opportunities for employees who adopted the topic
"easily" to further develop their skills and knowledge, and to take on more challenging
projects or responsibilities.
❖ The company should continue to invest in and promote the successful adoption and
implementation.
❖ the company should continue to promote the use of the Sarang app to further enhance
collaboration and communication among employees.
❖ The company can also provide training and support to those employees who reported only a
"somewhat" improvement in their work performance, to ensure that they fully understand
the benefits and functionality of the app.
❖ The company should continue to facilitate data sharing among employees as it seems to be
well-received by the majority of respondents.
❖ The company should focus on initiatives that aim to improve productivity. As a benefit
identified by 75% of the respondents, improving productivity can lead to a more efficient
and effective work environment.

52
Conclusion

The impact of ERP in driving manufacturing efficiency and productivity at Cimplify.ai, Chennai,
the following conclusions can be drawn:

1. SAP App can significantly improve manufacturing efficiency and productivity by providing
real-time data and insights that allow for better decision-making and streamlined operations.
2. Implementation of an SAP system requires careful planning, stakeholder involvement, and
ongoing training and support to ensure its success.
3. The success of an SAP system in driving efficiency and productivity depends on various
factors, including the organization's culture, business processes, and the quality of data
captured.
4. Cimplify.ai can leverage the benefits of SAP systems to improve its manufacturing
operations, reduce costs, and increase customer satisfaction.
5. The study revealed that the implementation of an ERP system at Cimplify.ai resulted in
better coordination and communication across various departments, which led to faster and
more accurate decision-making.
6. The ERP system helped automate many routine tasks, such as data entry and reporting,
freeing up employees' time to focus on more strategic activities.

In conclusion, SAP systems play a critical role in driving manufacturing efficiency and
productivity. With careful planning, implementation, and ongoing support, Cimplify.ai can reap the
benefits of an SAP system and achieve its business goal
 53

APPENDICES

QUESTIONNAIRE

A STUDY ON THE IMPACT OF ERP IN DRIVING MANUFACTURING

EFFICIENCY AND PRODUCTIVITY AT CIMPLIFY.AI, CHENNAI

Section 1: Demographic Information

1. Name (Optional)

2. Gender?
 a. Male
b. Female

3. What is your age range?

a. 18-24
b. 25-34
c. 35-44
d. 45-54
e. 55 and above

4. Current position in the company?

a. Management
b. Entry-level employee
c. Mid-level employee
d. High-level employee
e. Other (please specify)

5. Year of Experience?
a. Less than a year
b. 1-5 years
c. 6-10 years
d. 11-15 years
e. 16 years and above
Section 2: Sarang App Implementation and Adoption

6. The Sarang App is deployed across all the departments?

a. Yes
b. No

7. If yes, how long?

a. Less than 6 months
b. 6months - 1year
c. 1-2 years
d. 2 - 3 Years
e. 3 years and above

8. How familiar are you with the use of Sarang App systems?

a. Familiar
b. Very familiar
c. Somewhat familiar
d. Neutral
 e. Not familiar at all

9. How was the Sarang app system adopted ?

a. Easily
b. With some difficulty
c. With a lot of difficulty
d. Not adopted at all
e. Other (Please Specify):

10. How would you rate the success of your organization's Sarang app implementation? a.
Very Successful
b. Successful
c. Somewhat successful
d. Not successful
e. Other (Please Specify):

11. Did you face any challenges during the Sarang App implementation? a. Yes
b. No
12. If Yes. What Helped you to overcome these Challenges?
a. Dedicated project team
b. Clear communication and collaboration
c. Flexibility
d. adaptability
e. Other (Please Specify):

13. Your Opinion towards the success of Sarang App adoption?

a. Increased efficiency
b. Increased productivity
c. Improved collaboration and communication
d. Reduced costs and waste
e. Transparent

14. Has the Sarang App impacted the overall efficiency and productivity of your
organization?
a. Significantly improved
b. Somewhat improved
c. No impact
d. Somewhat decreased
e. Significantly decreased

15. Did the Sarang App help in avoiding duplication of data?

 a. Yes
b. No
c.
16. Sarang App facilitated data sharing and improved data accuracy a. Yes
b. No

Section 3: Enhancing collaboration and communication among

Departments

17. The effectiveness of communication with other departments using the Sarang app is ? a.
Very Effective
b. Effective
c. Somewhat effective
d. Neutral
e. Ineffective
18. Benefits of using a Sarang App system to enhance collaboration and communication
among different departments?

a. Improved productivity
b. Better decision making
c. Improved customer satisfaction
d. Cost savings
e. Other (please specify)

19. How would you rate the effectiveness of Sarang App systems in enhancing collaboration
with other departments?

a. Very Effective
b. Effective
c. Somewhat effective
d. Neutral
e. Ineffective

20. What barriers do you think are preventing effective collaboration and communication
from different departments?

a. Lack of time
b. b. Lack of resources
c. Lack of training
d. Lack of trust
e. Other (please specify)
Section 4 : Challenges and Risks

21. The biggest challenges you have faced with Sarang App implementation?
a. Lack of employee buy-in and resistance to change
b. Insufficient training and support
c. Inadequate resources and budget
d. Technical issues and system complexity
e. Other (Please Specify):

22. How have these challenges impacted the efficiency and productivity of your organization?
a. Significantly decreased
b. Somewhat decreased
c. No impact
d. Somewhat improved
e. Significantly improved
23. The biggest risks associated with Sarang App implementation?
a. Project delays and cost overruns
b. Disruption to business operations
c. Data security and privacy concerns
d. Integration issues with other systems
e. Other (Please Specify):

Section 5: Conclusion

24. Overall, how satisfied are you with your organization's use of Sarang App? a. Very
satisfied
b. Somewhat satisfied
c. Neutral
d. Somewhat dissatisfied
e. Very dissatisfied
25. How likely are you to recommend Sarang App to other manufacturing organizations? a.
Very likely
b. Somewhat likely
c. Neutral
d. Somewhat unlikely
e. Very unlikely
BIBLIOGRAPHY

Websites:
1. https://www.g2.com/categories/erp.
2. https://www.softwareadvice.com/erp/.
 3. https://www.getapp.com/erp-software/. 4. https://www.pcmag.com/picks/the-best-erp-
software.
Reference books:

1. Karl E. Kurbel, Enterprise Resource Planning and Supply Chain Management: Functions,
Business Processes and Software for Manufacturing Companies, Springer, 2013.
2. Thomas F. Wallace and Michael H. Kremzar, ERP: Making It Happen: The Implementers'
Guide to Success with Enterprise Resource Planning, John Wiley & Sons, 2001.
3. Mohammad A. Abu-Samra, "ERP implementation and its impact on business performance:
case of supply chain management in manufacturing industry", International Journal of
Enterprise Information Systems
4. Yongmei Xu and Xiaozhen Liu, "The effect of ERP implementation on business
performance: An empirical study", International Journal of Production Economics

Reference Articles:

1. Ravi Kumar and Sarika Jain, "The Impact of ERP on Manufacturing Performance: An
Empirical Study of Indian Manufacturing Industry", International Journal of Business and
Management Invention, vol. 3, no. 3, pp. 6-15, 2014.
2. Priyanka Sharma and Prerna Gaur, "Impact of ERP on Manufacturing Performance:
Evidence from Indian Manufacturing Firms", Procedia Computer Science, vol. 132, pp.
594-601, 2018.
3. M. Musthafa et al., "Impact of ERP Implementation on Manufacturing Performance:
Evidence from Indian Manufacturing Firms", International Journal of Supply Chain
Management, vol. 6, no. 4, pp. 284-292, 2017.
4. S. U. Divya and R. B. Sankar, "ERP Implementation and Its Impact on Manufacturing
Performance: A Study of Indian Manufacturing Industry",