Elements of successful enterprise ERP implementation

More and more enterprises are implementing ERP systems, but most enterprises complain that ERP is not good and is not suitable for the development needs of enterprises. Once enterprises have new requirements, the consultants will discuss the case, there were n cases, I don't know when it was my head, and the data was inaccurate. Finally, the financial data was a pile of junk information. Can this ERP be used?
I. Cause Analysis
1,
In most of the rapidly developing growth enterprises, the organizational structure and responsibilities of some positions have been changed, leading to changes in the ERP system with personnel permissions, in addition, the urgent need for new ERP requirements and new functions after adjustment has led to dissatisfaction at the ERP operation layer, coupled with other external factors.
2,
The ERP project team is just like a false one. The ERP project still exists when it is launched. Once successful, everyone will be forgotten. Once an ERP fault occurs, they will directly contact the IT department. After the IT department finds out the crux of the problem, relying only on the strength of the IT department, it is difficult to coordinate the strong relations among the production, procurement, technology and sales departments. In the end, it will lead to a loss, and even more serious problems will be simply put off. The ERP project owner cannot coordinate the strong relationship between different departments. It can be said that "the balance is insufficient ".
3,
The process of the Enterprise Department is changed according to the idea of the enterprise boss, and does not consider the process in ERP. For example, if ERP cannot adapt, the enterprise's senior management will complain about ERP.
4,
When selling ERP at that time, the sales staff could say that the ERP was so messy that it could help enterprises solve problems such as sales, procurement, production, inventory, and finance. The company had high internal expectations, to be honest, it can help enterprises solve such problems internally. The ERP process is fixed. Once enabled, it must be implemented according to the process in ERP; otherwise, it may be messy, but some details may occur, cannot be controlled.
5,
Data is the blood of the ERP system. If there is a problem with data input, even if there is no problem in each link, it is a pile of junk data at the end.
6,
The ERP project has no overall plan and no general direction. Like a headless fly, the project is a zombie, hitting a problem to solve a problem, they are all symptoms of "head-to-head and foot-to-foot" governance.
Ii. Successful ERP application in Enterprises
1,
Various types of data are accurate;
2,
Meets the prediction objectives of ERP launch;
3,
The management of sales, procurement, production, inventory, and finance has been standardized, and reasonable control has been obtained beforehand, during, and after;
4,
Enterprises can view all the required reports at any time (end the era of manual reports );
5,
Various data provides high-level enterprises with a good business decision-making, investment and other auxiliary analysis tools.
Iii. elements of successful implementation of relational ERP:
1,
The internal management process of an enterprise must be standardized. ERP is "icing on the cake", rather than "giving away in the snow". When the internal management process of an enterprise changes, it is best to ask a professional management consulting company to discuss the situation with the ERP system at the same time, so as to ensure that the company's management process changes can be matched with the process in the ERP system;
2,
The Enterprise Internal ERP project team has specific rights and responsibilities and is actively supported by the enterprise's senior management. In case of problems, the team requests to coordinate the relationship between departments;
3,
During daily ERP management within an enterprise, the direct owner must be familiar with the internal processes of the enterprise to achieve seamless integration of management and ERP systems;
4,
As the internal management level of an enterprise continues to improve, case-based development and other problems may occur. Be cautious in case-based Development. Do not add or modify the functions of the ERP system, there will be headaches and exceptions in future upgrades and maintenance;
5,
Internal ERP project team members must have good communication and coordination skills. The ERP system cannot solve all problems, some still require system assistance and other factors to ensure successful implementation (systems include assessment systems, training systems, implementation systems, etc );
6,
Relevant departments that use the ERP system within an enterprise should establish a global concept, pay attention to the impact of the "barrel theory", pay attention to the "Team effect", and establish an efficient team;
① The amount of water stored in a bucket with irregular borders does not depend on the longest wooden board, but on the shortest wooden board. This is the "Barrel Theory" in management ".
② ERP is developed and applied at the height of the entire enterprise. Each department is mutually restrained and mutually restricted. A small mistake in a department may affect all departments. All departments must be taken into account. We must treat each department as a whole. We should not ignore this. We must note the effect of ERP implementation in the end, it refers to the "bottom board" in the "Bucket", rather than the "highest ".
7. Enterprises should formulate strategic plans for the ERP system and implement the ERP system in an orderly and step-by-step manner. During ERP planning, implementation should be conducted in stages rather than all modules in the shortest time, do not "students into fat ";
① The enterprise's internal ERP system focuses on efficiency and always thinks there is a good result of high efficiency. ERP implementation is a process in which every link must be steadily formed; otherwise, it will be a tall building on the beach, it collapsed later. Reasonable time planning is required.
8. Not all modules can be used once and for all. You need to know that the management is constantly changing and the ERP system must also be changed accordingly. Otherwise, the ERP system will be laid off one day. The implementation of the ERP system is a closed-loop Process of "implementation, optimization, and re-implementation.
Iv. Conclusion
When implementing the ERP system, instead of installing and deploying a software, the ERP system is combined with the enterprise management process to solidify the enterprise management process, so as to improve the enterprise management level and create benefits for the enterprise. The ERP system can be successfully implemented within the enterprise only with full support, sufficient attention, reasonable human and financial investment.