How to prepare for the implementation of ERP

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How will the enterprise prepare before ERP implementation

since 2005, the popularization of ERP concept, application scope and price reduction have made it possible for ERP to be popularized in China. In this situation, more and more enterprises in China will recognize ERP and use it to realize the two rounds of progress of science and technology and management, so as to improve the management level and economic benefits of enterprises. However, at present, various common and universal problems in the application of ERP have a certain relationship with the fact that the enterprise has not done a good job in the early stage of the project, especially before the enterprise implements the ERP production management module

then, before implementing ERP, what quasi tepex needs to be prepared for easy integration into existing automobile production facilities

1. Understand the business model of the enterprise and analyze the information needs of the enterprise

in general enterprises, the enterprise leaders naturally have considered the reason for implementing ERP, but for the selection of projects and the specific work before and after implementation, the enterprise leaders will not personally participate in it, but just convey such ideas to their subordinate staff. Then, the employees or department heads who are responsible for the implementation of the project should first understand the business model of the enterprise and summarize the business needs of each department for optimization and adjustment, because when many department problems are considered at the company level, some problems are repetitive, or overlapping, or even some requirements are wrong

I remember that in the research stage of project implementation, the boss of an enterprise factory put forward many business needs for us. There is no doubt that he was considering the development of the enterprise and the expansion of business scope in the future. We don't deny the boss's reasonable needs, but the implementation of ERP in the consulting industry is different from general commodity trading. Normal commodity trading hopes to get high-quality and high-performance commodities at the lowest price. Although in the process of ERP implementation, enterprises also hope to invest the least cost in exchange for the most reasonable and scalable implementation results, a major factor we need to consider in the middle is time. Before achieving the most reasonable and scalable implementation results, first ask the enterprise how long it can allow for implementation? How to judge whether this time is reasonable

no set of implementation plan can be completely applied to the production management of any enterprise by December 16, 2015; Enterprises with the same production mode cannot simply apply the implementation schemes of similar enterprises. The implementation of ERP varies from enterprise to enterprise

first of all, it is necessary to analyze what kind of development plan the enterprise will have at present or in the next oneortwo years, and what aspects of management need to be improved in order to achieve such a plan. For example, if an enterprise is in oversupply, the focus is on how to improve the production efficiency of the workshop. Through this demand, the relevant business processes can be analyzed. At present or in the future, what is the main reason for affecting production efficiency? Is the supply quality problem of suppliers? Or does it need to improve the supporting equipment of production or even expand the capacity? It is also the internal information flow of the enterprise is not smooth, which leads to the failure of timely information exchange between sales and production

secondly, understand the organizational structure of the enterprise, understand the main needs of each department and analyze the main contradictions between departments. The implementation of ERP is like a medical process for doctors to treat patients, and the most taboo in medical treatment is to treat head pain and foot pain. The implementation of ERP is the same. During the preparation of project implementation, the project leader of the enterprise should carefully analyze the needs and contradictions between internal departments of the enterprise, and be able to analyze the main causes of this contradiction, which can be finally solved through the implementation of the project. I remember in the pre-sales research of an enterprise, the customer feedbacks that the cost information is inaccurate, and the inaccuracy of the cost information has a lot to do with the consistency of the accounts of the existing quantity in the warehouse, and ensuring the accuracy of the inventory depends on the accuracy of the inventory and workshop transaction processing business. If you blindly invest your energy in correcting the accuracy of the existing cost, it is obviously useless. In this data interlocking process, The implementation should be put on the management of workshop and inventory

after understanding the business model and informatization needs of the enterprise, the person in charge of the project can face all kinds of consulting suppliers more clearly and rationally in the bidding stage in the early stage of the project, and choose the appropriate application system and implementation company more objectively

2. Formulate clear and quantitative implementation objectives and scope

one of the most important reasons why many enterprises believe that the implementation of ERP has not achieved the expected results is that the application objectives are too qualitative and vague to be specifically implemented and controlled, thus losing their due value

The implementation of ERP project is a step-by-step process, and the implementation result of the project cannot be the most perfect in a short time, but this does not mean the failure of the project implementation. In fact, any improvement has a reference, that is, our goal. If we can't achieve the expected goal, then the improvement will fail, otherwise it will succeed. And the formulation of references also has corresponding standards -- it must be comparable, otherwise it will lose its significance

many managers of enterprises have the idea that the finer the management method embodied in the scheme, the better, so that they can understand all the detailed data, but they don't know that this will increase the workload of process processing; The user interface of the software must be friendly, and the standard is to press the mouse at least; It is hoped that the system functions can be enabled to avoid the need for later business expansion, and that the relatively backward management mode can be changed once and for all, while reducing the later implementation investment; The control over the process is too tight or loose, or the approval function of any process should be realized in the system to realize paperless operation, or the control over the process is not enough, and there is no strong assessment department and system, etc; These ideas may not be unreasonable from the perspective of implementation, but we also need to weigh these project objectives. What is the most important, what is secondary, and what cannot be the project objectives at all. For example, if business personnel need to add multiple fields when entering sales information due to the need of revenue analysis, these fields are crucial for the future analysis of the enterprise's revenue source. At this time, the need for less mouse clicks must give way to more data input

generally speaking, enterprises need to determine the main project objectives in advance to implement ERP, rather than simply "improve management level". The target itself should preferably have quantitative standards, such as inventory turnover rate, accounts receivable recovery cycle, etc. However, such targets should not be too many to ensure that superior forces are concentrated in the process of the project to fight the war of annihilation. Then, it is matched with restrictive conditions (such as compliance with the corresponding national laws and regulations, friendly interface of operators, efficiency of reports, etc.), during the implementation process, in-depth and detailed analysis and process design are carried out for the main objectives, and finally realized through the system. The result of such a project is to truly benefit the enterprise and "improve the management level" accordingly

3. Integrity and rationality of basic data

in enterprises, grass-roots personnel are responsible for collecting basic data; The middle level is responsible for summarizing and analyzing data; Senior management is responsible for using data to make decisions. Behind the operation of enterprises, basic data flow is the most easily ignored by enterprises, but it is the most important. Therefore, all enterprises should be negative about the basic data. Only when the basic data is accurate, can the enterprise operate healthily. However, if the collation of basic data is completely dependent on the implementation stage of ERP, then considering the time relationship, the input of resources may be limited. Moreover, the integrity and rationality of each enterprise's data are different, which will bring certain implementation risks to the project implementation. Therefore, it is very necessary to collate basic data in the early stage of the project

the basic data mentioned here includes: material code, BOM, routing, cost information, etc

material code, as the code of materials used in the production process of enterprises, must have a one-to-one unique relationship with the physical object. However, it is often difficult to achieve uniqueness in many enterprises in this regard. The reason is that the engineers responsible for product development do not understand and do not use material code, and the employees responsible for defining material code do not have experience in product development. The fault relationship in the middle makes it difficult to achieve data uniqueness. In order to improve this phenomenon, the enterprise should organize the development and design department to communicate with the production department for a period of time during the preparation of the project, jointly sort out a set of material coding system shared by both parties, and train the material coding maintainers to instill them with the relevant knowledge that the humidity of product structure and many other materials may play a very important role in mechanical properties, To improve the accuracy of coding data maintenance

bom list, as the instruction list of workshop production picking, originates from the product structure list designed by the product development engineer and is an important basis for workshop production. However, there are still some differences between product development and actual production, such as: the hierarchical structure of product development is inconsistent with the division of main production processes; The production list includes all production materials, including main auxiliary materials, but product development mainly reflects the main components, excluding all production materials, etc. these differences will affect the accuracy of the final BOM. To correct the accuracy of BOM data, it is not possible to complete a short-term review. It needs to be verified by actual production, and it can only be achieved after continuous maintenance and change according to the technical changes of production process. Therefore, BOM data sorting is a work that should be carried out before the implementation of ERP project

similarly, basic data such as process route and cost information should be sorted out and improved before the implementation of the project, considering the heavy workload and wide range of data sorting. It is the so-called "three point software, seven point management and twelve point data". With the support of accurate basic data, it can be said that the implementation of ERP in the future has been successful by 70%

4. Internal management process carding

the management process carding mentioned here is not often said. The implementation of BPR (Business Process Reengineering) and BPI (business process integration) before the implementation of the production module. The so-called management process carding is to sort out the current process management and strengthen the execution of the existing process, such as the optimal management of the workshop production site, Reasonably use a soft cloth dipped in a little neutral detergent to clean and plan the management of the workshop site, and do a good job in the proper material identification (such as material code, inspection status, batch, etc.), so as to ensure the cleanness of the workshop site and the standardized and reasonable use of production materials; Rectify the on-site management of the warehouse inventory, do a good job in the material identification card and the accounting treatment of in and out storage, and ensure the accuracy of the inventory number. Through the sorting and optimization of these processes and on-site management, formulate a perfect assessment mechanism, and designate the supervision department for the implementation of the process, so as to ensure the timeliness and accuracy of the business documents, so that the business can be carried out according to the normal steps and trained in advance

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