O sistema integrado de gestão SAP R/3 na Companhia Energética do Ceará

Abstract

The aim of this application is to analyse the implementation process and degrees of perceivability of internal users of SAP R/3 at the company of electric energy distribution: Companhia Energética do Ceará (COELCE), controled by ENERSIS, a multinational group. For the compliment of this purpose, a research was developed by people responsible for the implementation process and also with internal users, from October to December, 2004. Besides, to consolidate the information of the first set of this research, interviews with the directors, responsible for the referred project, were made, besides documents prepared by the control group of the company and by the company itself, for the execution of system consulting project. The perception research of SAP R/3 impact was developed through a questionary application, sent by e-mail, through the company electronic list addresses, answered by the system internal users. The perception research was organized in a way to evaluate the impacts of these four considerable aspects: productive on the job, innovation on the job, users’ satisfaction and management control. Each one of these aspects is compound by three questions, which sum up twelve, for each questionary, allowing a small assessment, say a specific analysis of each question. A consolidated analysis was also made, concerning on, questions of each aspect. For both analysis, the medium, the standard-deviation and the variation coefficient were calculated. The analysis were distributed among users belonging to the operational and management levels, but because of the low number of replies from this last level, the focus of the analitical research stays on the operational level. It follows that the implementation process follows, basically, the procedures of industrial companies, as well as other researches evidences. It was also observed that, according to the system users, the main perceived impact is the management control, an average of 3,52, in the Likert’s scale that goes from 1 to 5, that signs that the system is well accepted by them as an instrument of jobs control process and resources. On the other hand, there a surprising result, because, in relation to innovation on jobs, 2,72, points, out a subutilization of the system, and it is known that implementations of systems, like this, work on as opportunities of reviewing the process and innovate the ways of working. At the end, it was concluded that users’ perception level increases as the time SAP R/3 uses, but the exception is the aspect of innovation on the job, that can sign that as the time of using advances, the users reduce the perception of the innovation proposed by the system. The sequence of aspects, parting from the results, was the same, for both lanes of time, on system’s utilisation.