How to implement ERP system in enterprise-process-cost-share-lean-user-driven

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ERP system is not a simple information technology system, but a management system with information system as the carrier of technology. ERP creates a unified and integrated enterprise management data platform, and a business process operation system based on this data platform. Unified integration and fragmented fragmentation are opposites, and the unified integration of ERP is a kind of information centralization. With such a management platform, real-world property rights can be fully decentralized, but the digital virtual world of information data has become highly centralized.

and the complex business process system based on this data platform will no longer fall into the vicious circle of "one puts on the chaos, one catches the dead". Therefore, the essence of this advanced management system of ERP embodies the integration of management information, standardization and refinement of management process, and the continuous optimization of business process system. In other words, to give full play to the value of ERP, data and processes are two critical factors.

Traditional ERP implementation, over-emphasized the importance of the data, there are so-called "three-point technology, seven-point management, more than data" statement. But the business process embodies a collective neglect. While almost all ERP implementations will hold the banner of management change, careful analysis will reveal that these so-called management changes are concentrated in almost two areas. One is to improve operational efficiency through data sharing, the second is to achieve centralized control, such as from decentralized procurement to centralized procurement, two-level planning system to a first-level planning system, two-level accounting into a first-class accounting and so on. It seems that the benefits of ERP for management promotion are all in these two aspects.

Fundamentally, these management changes do not really focus on business processes, much less the standardization and refinement of process management and process optimization based on ERP implementation. In fact, centralized control or decentralized control is not the absolute merits of the points, the use of what kind of control mode should be based on the actual situation of enterprises to decide. and a realization of the data centralization of the advantages of the ERP system, it is possible to support different control mode, so as to avoid "a catch on the dead, one put on the chaos" management dilemma.

However, in the implementation of ERP, if only from the above two points to focus on management improvement, then it will lead to the disconnection of the system and process, so that the implementation of ERP system for enterprise management promotion value greatly discounted. Specifically, the problems that may arise are mainly reflected in the following areas:

　1. ERP implementation focuses on data and system functions, rather than on business processes.

Because in the ERP implementation process does not carry on the detailed process carding and establishes the corresponding process management mechanism, at present many ERP implementation pays more attention to the system function and the data, but with the enterprise process management's combination is weak. While data and functionality are important, data and functionality are all services for business processes.

　2. The ERP system from the business process perspective of the black-box.

The business process blueprint drawn during ERP implementation is often inconsistent with the business processes running in the system after the actual launch. This is like the design of a room in the house there are two rooms, but when the house was finished, but suddenly found that there is only one room, the more deadly is no one can tell why. The reason for this is that in the ERP implementation process has not established the business Process management mechanism and platform, so according to the business blueprint for the implementation of the system, if the need to revise the blueprint process, consultants will often directly modify the system, but does not synchronize the business blueprint. In addition, when the ERP system is on line, the management of the enterprise will modify the process according to the change of the business. This change is also often done directly in the system, no one will modify the original design manuscript. Over time, the real process in ERP becomes a black box who speaks unclear.

　3. The Black-box of ERP system from the angle of business process will lead to the internal conflict of enterprise management system.

At present, the management system introduced by enterprises from different management angles is varied. For example, many enterprises have established quality management system, safety and environmental management system, comprehensive risk management system, performance evaluation system, and so on, all these management systems are closely related to business processes.

In ERP, the business process typically accounts for 60% to 70% of all business processes in the enterprise, which means that the business processes in ERP are related to almost all management systems. Therefore, the black-box of business process in ERP will lead to the conflict between the management systems in the enterprise.

For example, a business in the ERP system on-line, suddenly found that they may not be able to pass the next month ISO 9000 external annual audit, because the implementation of ERP changed the business process, but did not amend the ISO9000 program files. Since the inconsistency between the program files and the real process violates the principle of ISO9000, it will lead to the failure of the annual external audit. So, what is the process in ERP? The vast majority of people can only speak a ballpark, but not clear all the details! What do you do? Only reorganize the personnel, step by step the ERP system to test, redraw the accurate process, and then modify the ISO program files based on these processes.

Give another example. An enterprise tries to establish a comprehensive risk management system, so it spends a huge amount of money inviting consulting firms to identify risks and establish risk control systems. In order to establish a risk control system for the process in ERP, the consulting firm initially conducted risk identification based on the business blueprint of ERP implementation, but when the enterprise internal controls tried to conduct a risk point check, it was suddenly discovered that the process in ERP was not what was depicted in the original blueprint. Therefore, all risk identification work and the establishment of a risk control system must be re-established.

In short, the lack of a complete set of business process Control system, will lead to the various processes in the ERP operation and other internal management system conflicts.

4. The internal conflict of enterprise Management system will lead to the decline of enterprise executive power.

The business process that the enterprise actually runs should have only one set. For example, for the supplier review process, it is not possible to set up a process based on the ERP system, based on ISO9000 and another set of processes, based on a comprehensive risk management system and a third supplier review process. If the introduction of a set of management system to produce a set of independent processes, then for the actual staff, they should use which set of procedures as the standard of work?

The reality is that the business people are in the ERP process as the standard, and the ERP process is often not complete and clear description, only the ERP operating manual is more detailed. Finally, the operational standards in ERP become the de facto standard of work. As a result, there is no thought of process management, and no consideration of ISO9000 and risk management. This situation is common in enterprises after implementing ERP system. Imagine, in this case, enterprises spend huge sums of money to establish the so-called ERP management system, ISO management system, risk management system and how can be effectively implemented?

The cause of the above problems is because the current ERP implementation of the enterprise only focus on the data and the operation of the process of the specific functions of the system, while ignoring the business management of the main body of the operation process. The purpose of enterprise informatization is to adopt modern technical means to realize modern management. and modern management is embodied in the modern business process. We all say that ERP system contains advanced management concepts, this idea is not only information sharing and centralized control, these ideas are infiltrated in the business process system.

Therefore, for enterprises in the implementation of information systems should be synchronized with the establishment of information-based process management platform. If the information system, the management of enterprises can still only through the report to manage, then such information management can not be counted as success. Because the report embodies the results of management, it is not possible to manage the process. In other words, when the report comes out, good or bad has been set, can only wait for the next time. This is like the quality of the product, when the final Test, the pros and cons have long been decided.

Therefore, the management of the enterprise should also pay attention to the process of management, the process of correct results naturally correct. The so-called "process" is the business process. Therefore, we construct the information management system its essence is to construct the Informationization business Process Management system, manages the process to be equal to manage the enterprise, the tube good process is equal to the tube good enterprise, optimizes the process to be equal optimizes the enterprise management.