Eight steps of ERP system engineering construction in small and medium-sized enterprises

The result of enterprise Management Informatization Project is to build a new stable and efficient nervous system for the enterprise. Therefore, whether at home or abroad, ERP success rate is a topic that we often discuss.

How to implement ERP project successfully? What factors can cause an enterprise to implement ERP failure? Summarizing the experience of successful construction of http://www.aliyun.com/zixun/aggregation/29808.html ">erp system" Analysis of the lessons of failed projects, the author believes that the successful construction of ERP projects usually go through the following eight steps.

The first step: training leadership, generating demand

Because to build a new set of enterprise nervous system, the enterprise leadership must first through training, observation, investigation, discussion and comparison to broaden their horizons, raise awareness, unified opinion, clear demand. One of the key is to recognize the leader in place, determined to be in place. Enterprise Management information is the number one "top project", it involves strategic renewal, process reengineering, resource input, interest adjustment, difficult problems, contradictions, coordination, system guarantee and other aspects, no number one and management team of sober and firm, is sure to do bad. The action originates from the understanding, the demand produces in the comparison, therefore the training good leadership is the first great thing. Leadership understanding in place, understand the manual operation and the operation of the information is not the same, understand the management of information for the improvement of enterprise competitiveness is indispensable, clear the gap between their own management and advanced enterprises, management of information needs can be spontaneous generation.

Step two: Train the backbone and promote the combination

An enterprise even the procurement of finished software, there are also the purchase of software, who to implement, who to maintain a series of problems. Because ERP system can not be stopped once running, the stability, security, reliability and advance of the system are very important. Therefore, the enterprise must have a master of IT technology backbone force. They must understand the enterprise process, but also understand it technology, can use it language description of the enterprise process, which has a certain identification software, supporting the operation of the ability to become a company and software companies to cooperate with the basic force. Therefore, training the backbone of the business is very important.

Step three: Train staff and increase skills

Any ERP system, ultimately, must rely on the most basic level of staff specific operations. Therefore, in the implementation of ERP, enterprises must be a variety of forms of education and training of workers, so that the importance of information and inevitability, unified understanding, consciously learning, the removal of fear and things not related to the idea, forming an active part in the information engineering atmosphere. Need to make the staff understand, do not engage in management information enterprises can not enhance competitiveness, but the management of information technology to improve efficiency is not as mechanized automation to improve efficiency as direct impact on the employment of workers.

Fourth step: strategic diagnosis, avoiding weaknesses

The enterprise's demand can not produce, the software and the Enterprise Union is good, the key is in this step. ERP is a common tool, the common tool for the personality of the Enterprise good use is the core of the problem. The strategy diagnosis should diagnose the original strategy of the enterprise and the new strategy after the original strategy adjustment. This strategy should be related to all aspects of the enterprise: Government, shareholders, suppliers, customers and internal staff, and other aspects of recognition, the larger the more enterprises need this recognition, through all aspects of questionnaires and many times from the masses to the process to the masses to finally determine the strategy down. In the diagnosis process, it is important to analyze the pros and cons of the enterprise, the long-standing advantages of those enterprises, must be converted to ERP, you can not lose these advantages.

Fifth step: Management consulting and process reengineering

Through the diagnosis, clear the pros and cons of the original strategy and work flow, you can invite the management consultant to carry out management consultation, carry out Process reengineering (BPR). BPR is a painful process of reengineering enterprise organization system, the next step is the design of ERP for enterprise nervous system, which is to be done by the new organization systems rather than the old organization of the enterprise.

Management consultant's advantage is not only familiar with the world today's advanced enterprise management concepts, structure and operation flow, but also familiar with the principle, method, path of management informationization and the advantages and disadvantages of relevant software companies in the market, which can be used for enterprise design and organization management process reengineering to lay the foundation for the introduction of suitable ERP software. At this stage, the enterprise should make a unified plan for the whole enterprise Management informatization work, define the work emphases, determine the implementation steps, settled the input-output, and thoroughly reform and optimize the work flow which is not suited to the unified planning.

For the BPR is not necessarily to do, there are two views, one is certain to BPR, the other is the enterprise does not BPR can also successfully implement ERP. In my opinion, BPR has to be done in the process of implementing enterprise management informatization.

Sixth step: Tender purchase and two times development

This is a phase of selecting ERP software. It must be pointed out that, as China's business management information Enterprise has just started, social division of labor is not developed, the majority of the market now ERP software companies will be the first five steps into their own work. In fact, according to the principle of social division of labor, ERP software companies to enterprises have a BPR program before they should come to the enterprise, participate in enterprise ERP software bidding. Through bidding, ERP vendors are more than management concepts, software functions, service quality, industry experience, growth capability and price cost. Who can best meet the needs of enterprises, who can become partners in the enterprise.

Faced with different types of ERP software suppliers, large enterprises and small and medium-sized Enterprise selection strategy is different. The principle of two times development should be based on maintaining the integrity and stability of ERP software, so that ERP software fully satisfies the need of enterprise management process after BPR. For enterprise management characteristics of the place, usually need to carry out a certain degree of two times development.

Seventh Step: organization implementation and dual-track operation

This is the stage of establishing ERP system. The ERP is selected, the BPR is completed, the organization and training work is done, and the ERP implementation stage can be entered. ERP implementation can be done by the ERP company, can also be done by consulting companies, but also invite the selection of system integrators to complete. No matter who implements it, the enterprise should integrate its own IT staff, so as to have the ability of system operation and simple maintenance as soon as possible, then help the staff at each management point to master the related operation.

After the system is completed, the module should be tested first, then the whole system linkage test run. During the trial run, still retain the original manual management means. The implementation of dual-track operation for a period of time, to the stability of the system to be confirmed, the operation of proficiency to meet the requirements, the module can be gradually rid of the manual system.

As the two-track operation during the doubling of labor, but also because the basic data input period can not be too long, so that the implementation of the ERP process to focus on the completion of a surprise, must not delay too long. Implementation, the security of the system should be given high priority, the general data to be able to backup in time, the main server to have more than two sets of facilities, and for off-site placement.

Eighth step: Project acceptance and effect re-evaluation

This is a process from rigidity, optimization to solidification and evolution. The so-called rigid, refers to the stable operation of the ERP system for a quarter or six months after the organization of the project acceptance, the general does not make system changes, but requires the operator to actively adapt to the operation of the system. After a period of rigid operation, it will be found that there are some areas of the system should be modified, after discussion and timely modification of the optimization. After the optimization and then run for a period of time, can organize acceptance. In addition to the corresponding experts, the main role of acceptance can be performed by the diagnostic trainer. In other words, the acceptance of the content in addition to the advanced nature of the system, applicability, stability, security, and more important is to accept the entire ERP project management innovation to achieve the degree and actual results. In fact, this is equivalent to a new diagnosis by the diagnostic trainer, look at the BPR and ERP, the enterprise's strategy, process, whether the staff of the market response faster and better, more timely and thoughtful customer service, the allocation of various resources more fruitful.

For the performance evaluation of the system, we should start from the satisfaction degree of the requirement stipulated in the contract of both parties, and the contract has several descriptions on the demand.

The above eight steps are done in place is the enterprise successful implementation of ERP protection. Every link is successful, can make the ERP project succeeds, one link cannot live, will cause the whole project to bury the seed of failure. Among the factors that have failed the EPR, the greater the proportion of the factors ahead. In general, diagnosis and training accounted for 40% of the risk, BPR accounted for 30% of the risk, ERP software occupies 20% of the risk, and system integration only occupies 10% of the risk.