ERP implementation-Give yourself a cliff

"Seven-Point Selection, three-point software" seems to have become a common ERP rule. If we divide the entire ERP project into ten equal portions, I would like to add "Implementation" to the seven-point selection ", if the proportion must be determined, I personally think that the proportion between the selection and implementation can basically be set to "four-point selection and three-point implementation ".

A state-owned printing enterprise has a large number of subordinate enterprises and various links are relatively complicated. After a detailed investigation, a supplier is selected, and the goal is to be comprehensive, not just the company, all subordinate branches should be put online together to implement information management. The actual situation is that after the company adopted the financial model, the project was basically in a semi-paused state, and the Implementation consultant pushed it a little bit, and then it was gone. After a long time, the implementation Consultant also lost confidence and the project is still in a semi-suspended state. Today, the entire project has been around for nearly two years, but the overall implementation plan has long been stranded. For the upper-level leaders, the project has also become a face-recognition layer for the upper-level employees. For enterprise employees, the ERP project has become an unfinished building and has a face to the outside, the result is naturally suffering from the enterprise itself.

After implementation failure, many enterprises take the failure of the entire project into the selection, because the selection failure seems to be more reasonable and "poor", and the Implementation failure is definitely ineffective. As the highest leader of the company or the owner of the entire ERP project, what should we do if we want to smoothly promote the entire ERP project? From the numerous failure cases, we can easily sum up the secrets of successful implementation, that is, full execution, or in other words, ERP project implementation-to give yourself a cliff.

1. If you are not handsome, put the handsome Seal
It is said that the ERP project is a top-level project. The reason is that it is a top-level project that emphasizes the power of the project supervisor and whether the enterprise has the power to push this event. In addition, there is only power, and the execution of supervisors is also very important. Therefore, once an enterprise decides to go to ERP, the top team should be ready to be handsome. Of course, if the top team thinks they are not very suitable for promoting projects, there are candidates inside the enterprise that are more suitable for both technical and management, so we need to make good plans to put Shuai Yin here. That is to say, in the ERP project, the appointed ERP supervisor has absolute leadership in the enterprise within a short period of time after the implementation of the ERP project and after acceptance, in addition, the process of putting Shuai Yin down cannot be too hasty. It is not just a verbal handover from the top manager to the appointed supervisor, this fact should be highlighted in a high profile at the enterprise's medium and high-level leadership meetings.

Whether you are a handsome guy or assign a project supervisor to Shuai Yin, you must be absolutely eager to successfully implement the project. That is to say, you must give yourself a cliff, there is no way to get enterprises back on the road of Informatization. If they are not successful, they must have such a hard-hearted and determination to get twice the result with half the effort in subsequent work.

Ii. Recognize the nature of ERP
In many enterprises, the original intention of ERP is due to the constant development and expansion of enterprises at will, which may cause bottlenecks in management or business processes, or an enterprise has encountered some unknown problems in the production process, resulting in high costs. enterprise leaders hope to import ERP to save costs or control costs. Here we emphasize that it is important to have a good understanding of ERP. Otherwise, it will directly lead to loss of confidence in ERP in all aspects of the enterprise, such as business leaders, project directors, and even the entire enterprise.

ERP is not a panacea, and ERP is not omnipotent. It is unrealistic to think that after ERP, the cost can be reduced, ERP can only help us standardize the production process and improve the management quality within a certain scope. In terms of control of production costs, the most important thing is to optimize the overall supply chain, optimize the design and process, use more advanced equipment, improve the production process, and streamline the production process, conduct proper training for employees to improve their work efficiency. Therefore, it is necessary to warn ourselves before going to the ERP project. ERP can only help us, but it is up to us to solve the problem.
3. Only success is allowed. No failure is allowed.
When the project enters the implementation stage, it is necessary to work out a detailed implementation plan or implementation plan together with the ERP manufacturer. If a small enterprise only has a better control of the previous two modules, for medium and large enterprises, it may be because of the full module, involving too many departments, and complicated operations. Therefore, a good implementation plan can have a rule-based Effect in the implementation process.

For medium and large enterprises, of course, if small enterprises are willing to work harder, it is better to follow this process and get twice the result with half the effort. When formulating the project implementation plan and schedule, I think that there are four of the most important points. I firmly grasp these four points, that is, giving myself a cliff. After mastering the four points, the ERP project can fly, successfully jumped out of the cliff and blossomed successfully, making great achievements for the informatization of enterprises.

First: phase. Pig swallowed the Ginseng fruit in a single breath. Even if the Ginseng fruit was more effective, it did not taste the Ginseng fruit. The same is true for ERP. The ERP process is also an opportunity for internal departments of the enterprise to learn. In the implementation phase, follow the implementation consultant to learn from others' successful experiences and make as few mistakes as possible. The entire project should be implemented in several stages. In an enterprise, you can divide stages by department or ERP module based on actual operations. This not only improves the success rate of project implementation, but also allows the staff of various departments to appreciate the charm of ERP, learn and improve in the implementation process, and even reorganize the business process, to help provide the overall management level of the enterprise.

Second: purpose. It's not that the ERP software has been installed on the server and the client has been installed, and relevant personnel will also use the software. The entire ERP project is complete. We need to clarify the purpose of ERP, not only a change in office mode, but also a change in management mode and corporate culture at the core. If you do things with purpose, rather than blindly implementing them, you will find it easier to control projects.

Third: Timeliness. The ERP project is not a three-or two-day event, but it will not be available until two or three years. timeliness is also an important part in the formulation of implementation plans. Of course, the whole project is not implemented as soon as possible, depending on the specific enterprise scale and number of modules. When formulating the implementation plan, you should communicate with the Implementation consultant carefully, so that the project time cannot be set too tight. Otherwise, the project may fail to meet expectations. After the schedule is changed for multiple times, related personnel lack confidence in the entire project. Of course, the time cannot be too loose. After all, a long war is too time-consuming and laborious, and no one is willing to fight. Once a schedule has been agreed upon, the schedule should be strictly followed. The schedule can only be executed a little bit ahead of schedule, and it cannot be dragged back.

Fourth: unshirkable. The unshirkable nature is mainly proposed by the leaders of relevant departments. In many implementation cases, some people are in conflict during the actual implementation process, in addition, other transactions are mixed together, and some department leaders who lack confidence in the project will use other services to escape the related affairs during the project implementation process. Here, the project supervisor must have absolute power to "command" His unshirkable nature of the ERP project, and stick to the principle of priority in the ERP implementation plan before all transactions.

Iv. Summary
The author puts forward that the implementation of the ERP project needs to put itself on a cliff. It sounds like the ERP project is like the same as that of the knife Hill and the fire sea. Back to the truth, however, the "Cliff" mentioned here emphasizes the execution strength of an enterprise. In front of the ERP project, make sure you have no way to leave. Otherwise, the project supervisor may easily leave the project when encountering difficulties during implementation. With the first step back, the entire project is easily limited to dangerous situations.

Therefore, once an enterprise decides to go to ERP, it must have enough determination to make preparations for "Flying" to the bottom of the cliff instead of "Falling. In particular, when the enterprise leaders are not in charge of project implementation, the project directors should be appointed, and even the permissions for performance appraisal at a certain stage should be granted to the relevant departments for better cooperation, in this case, there will be no "good" or "no.

At the beginning of the new year, are you ready for ERP? Have you put the wings of determination into your own hearts? If you have no way to go, and you are brave enough to face the cliff, your ERP project will be able to "fly" and blossom the results, so that the informationization of the Enterprise will be brighter.= Ízj ° limit küu www. pin5i. com1k μ Z limit ° é