On the reliable implementation route of ERP

The reliable implementation route of ERP

In the past 40 years, a large number of enterprises have implemented MRP, Mrpⅱ and ERP. Through practice and a lot of analysis to work, accumulated a wealth of experience, formed a reliable implementation of ERP route. This route is made up of a point.

1. First-mover education

Prior to the implementation of ERP system, first to carry out education. Depending on the object, the content of the course is divided into two kinds: one is for the senior leaders of the enterprise, and the participants are the general manager of the Enterprise and the deputy general manager in charge of production, finance, engineering and marketing. The other is the enterprise-oriented management staff, the participants are production, maintenance, procurement, sales, Head of engineering and data processing departments. Only the leadership of the Enterprise realizes that ERP is the best way to solve many production and operation obstacles in manufacturing industry, and it is the only road for manufacturing scientific management in order to put high expectation on ERP to make the correct cost demonstration to guarantee the investment of funds, and to participate actively in the process of implementation and supervise the implementation Coordinate the contradictions among the departments.

2. Cost-benefit justification and project conventions

The implementation of ERP system and any investment in the industry, must first be demonstrated, consider the cost, efficiency and potential impact, before approval of the project.

After the first education and cost-benefit demonstration, the enterprise's senior leadership has already understood what is the ERP, it to own enterprise suitability, as well as its cost, the benefit and so on question, and may make whether prepares to implement the ERP the decision-making.

If you can endorse the cost-benefit demonstration and the time frame of implementation, and determined to implement ERP as the second most normal operation in the enterprise within the time frame of confirmation, a written project convention should be formed, from the top of the enterprise to the department manager, all the relevant personnel should sign, Indicates that it is responsible for the successful implementation of ERP within the approved cost range and time frame.

The Project Convention emphasizes the importance of ERP projects, and clearly points out that ERP projects are an enterprise-wide project, not just an IT department thing. The Project Convention also provides a basis for dealing with problems arising in the course of future implementation.

3. Establishment of the project team

In order to ensure the success of the project, the project team should be established. The project team is responsible for promoting ERP implementation at the operational level. The project team is responsible for developing the ERP project plan to control the progress of the project and to achieve successful results within the planned time. The project plan should meet the following requirements:

(1) aggressive and practical.

(2) express the plan by day or week, at least for the immediate goal.

(3) Complete coverage of closed loop MPR and the realization of financial and simulation functions.

(4) to be detailed enough to reflect operability. The time taken for a job should be as small as half a day, 1 days or 2 days.

(5) To clarify the responsibility, each job should indicate the name of the person, the department.

4. Identification of full-time project heads

The project leader is a key person who leads the project team to work hard at the operational level of ERP implementation.

A good project leader should have the following conditions: full-time, from within the enterprise, with a basic experience in the operation of the Enterprise, is influential in the enterprise rather than insignificant characters, working in the enterprise for a long time rather than novice, respected managers.

In an enterprise, the following persons may be candidates for the project leader: Production manager, purchasing department manager, sales manager, production and Inventory Department manager, customer service Manager, engineering and Technology department manager, Material department manager, etc.

5. Establishment of a project Steering committee

The Steering Committee comprises a manager, a deputy general manager and a full-time project leader, who formally identifies the general manager or a deputy general manager as the Chairman of the Steering Committee.

The Chairman of the Steering Committee has a decision-making level responsibility for the implementation of ERP, and he will be directly briefed on the project leader's report and on behalf of the Steering Committee to deal with decision-making issues and, if necessary, with the support of other senior leaders.

The head of the project should be a member of the Steering Committee, and he would act as a bridge between the Steering Committee and the project team.

6. Expert guidance

Experience shows that few enterprises can implement ERP without expert guidance and succeed, because the successful implementation of ERP for most people in any enterprise is inexperienced, so it is necessary to consult with experts. When looking for a consultant, the most important thing is to have a successful implementation of ERP experience.

7. Education and Training

ERP logic is simple and convincing, but only when the enterprise from the top leadership to the vast number of employees fully understand the ERP, and look forward to benefiting through it, ERP implementation can be successful. This must be done through education and training.

There are two important goals in ERP education and training: one is to increase people's understanding and the other is to change the way of thinking and behavior of people. Experience shows that none of the companies that have successfully implemented the ERP system will say: "We have done too much education and training." "And those who have not been successful will say:" We do not have enough education and training. "The significance of education and training work can not be overemphasized, in the implementation of ERP system enterprises, it is best to let 90% of people receive education and training, 100% of course better."

Experience has shown that education and training costs account for about 20% of total project investment, yet this part of the investment is leveraged.

8. Pilot

Most successful ERP users use the pilot approach in implementing the ERP process. The pilot is divided into 3 levels, namely, computer pilot, simulation pilot and field pilot. Computer pilot and simulation pilots are described below:

(1) Computer pilot: Computer Pilot is also known as prototype testing. The goal is to ensure that the software works correctly on the computer and to learn more about the software. The key personnel of the computer pilot are the data processing personnel of the system personnel, use virtual material project and fictitious data generally.

(2) Simulation pilot: Simulation Pilot is usually built in a conference room to create a simulated system environment. The main purpose is to enable users to truly understand the system by running a simulated business instance.

9. System switching

System switching is a very stressful phase. Project team leaders and members, as well as key system personnel, are always ready to help users solve problems that may arise. To get all the output reports, take all the necessary action, the system is carried out, and begin to measure the performance of the system.

10. Continue to improve and continuously improve

ERP is not a destination, but a long-distance journey. "An enterprise in the implementation of ERP success should continue to work hard, is the operation of enterprises more and more good." Enterprises should make the implementation of ERP success as a new starting point to strive for further success.

(Responsible editor: The good of the Legacy)