![<?echo $_SERVER['SERVER_NAME'];?>](/template/twentyseventeen/skin/images/header.jpg)
The ERP project of Xiamen Fork was officially implemented in April 2009. The first phase implemented modules such as procurement, sales, warehouse, production planning, task management, and workshop management. In November 2009, the second phase of implementation was started. Modules for receiving, paying, and general ledger management, starting from January 1, 2010, the ERP system of Xiamen Fork began to operate in full. After 3 months of tracking, the flow of each business module is smooth, the system runs smoothly, and the data reports are accurate and timely, which brings tangible efficiency improvement to the management of the enterprise. Throughout the implementation process, the two sides cooperated with each other and progressed smoothly with remarkable results.
Xiamen forklifts are typical small and medium-sized enterprises. “The sparrows are small and complete,†the Xiamen ERP project includes the main modules of logistics system, production plan, workshop management, accounts receivable and financial general ledger, and is a relatively complete ERP. project. In China, the management methods of SMEs are greatly influenced by the subjective experience of senior cadres. It is difficult to find the same operational rules in the implementation. The funds invested by enterprises in informationization are relatively limited. Therefore, the implementation of SMEs is also very difficult. So how can we implement it quickly and effectively reduce the risk of the company?
1. Maintain communication with managers, guide expectations and reach agreement
ERP implementation is also the “number one†project. There is no enterprise top management, especially the “number one†to pay attention to and support the project. The ERP project is very difficult to succeed. This is especially true for the ERP project of small and medium-sized enterprises, because the enterprise managers hope to pass the limited The resources are invested and the implementation effects they expect are seen as soon as possible. Therefore, the implementation consultants must maintain good communication with the senior management of the company throughout the implementation process. The communication content focuses on the following two aspects: First, understand the business managers. The expectations of the project's effectiveness, and if necessary, appropriate guidance to the manager to adjust the expected value of the project's performance. In fact, any project that the two parties cooperate with each other will inevitably have their own expectations of the outcome of the project at the beginning of the cooperation. This expectation is accompanied by the whole process of the project and always affects the progress of the project in a tangible or intangible way. The ERP project is no exception. Second, the implementation of ERP projects is a complex and dynamic process involving many aspects of the enterprise. Not all expectations can be accurately described in the contract. Moreover, many corporate managers did not fully understand the EPR project at first, and the expectations for the project were rather vague. Then, the implementation consultant should fully understand the expectations of the enterprise managers on the ERP project to be implemented when the project starts, including the short-term economic benefits generated after the project ends, the information brought to the managers, and the improvement of the management efficiency of the enterprise. And the reduction of management costs and the amount of resources that the project plans to invest.
Understanding the manager's expectations helps the implementation of the consultant to grasp the manager's concerns, so as to grasp the focus of the project and focus on solving the main contradictions. In addition, it is not enough for the implementation consultant to understand their expectations of the project in the process of communication with the manager. When necessary, it is necessary to give reasonable guidance to the manager's expectations, so that the expectations are closer to reality and feasible. A considerable number of enterprise managers believe that the ERP project is just an IT project, or that the ERP system can manage all the business of the enterprise and solve all the problems, and so on. This understanding and understanding of the ERP project by the manager is very unfavorable for the future implementation and acceptance of the project. In communication, once the implementation consultant finds that the manager has such unreasonable expectations, he must take appropriate measures to introduce the characteristics of the ERP project to the manager, and reasonably guide the adjustment of the other party's expectations to the actual scope.
Without the understanding and support of managers, ERP projects cannot be successful. During the implementation process, the implementation consultants should always communicate with the manager about the status of the project, the stage achievements and difficulties encountered in the implementation, and obtain the understanding and support of the manager in time to ensure the smooth implementation of the project.
2. Use system standard functions to achieve business critical business
One of the basic characteristics of the SME ERP project is that the resources planned by the enterprise are limited. The project needs to invest less and speed, but also improve management and see benefits. Achieving both goals at the same time requires implementation consultants to manage the critical business processes using the system's existing standard capabilities. In this way, while meeting the requirements of the enterprise, it also avoids the cost and risk of secondary development.
3. The company establishes an implementation team to master the ability of “self-implementationâ€
In the ERP project, the company should establish a strong implementation team, including the leadership of the company responsible for the project, the leadership and technical members of the information sector, and the business backbone of each department. The implementation consultant should train the implementation team, the ERP principle, and the system operation method. At the beginning of the project, the team is responsible for formulating various rules and regulations for the implementation of safeguard projects, coordinating the internal resources of enterprises, and promoting and promoting the concept of informationization. In the middle and later stages of the project, the team members must initially have some problems in the implementation. For example, training for each business person, solving sudden procedural problems, etc.
The personnel of the enterprise implementation team are essentially grown up to be part of the implementation of the consultant's internal staff through continuous learning from the implementation consultants. At this time, the company reduced the dependence of the implementation consultants and began to have its own informationization capabilities.
The more important significance is that the management improvement and informationization of the enterprise is an ongoing process, which will always accompany the development of the enterprise. Therefore, while the professional ERP provider is in need of assistance, the development of its own implementation force is to promote information. An important means of continuous application and cost reduction. For ERP suppliers, only if the company has a certain ability to implement, learn to swim, and implement consultants can gradually get out of the way, otherwise the ERP project will become a quagmire, and both sides are unable to extricate themselves.
4. The implementation plan and basic data preparation should be adequate
For a small ERP project, the comprehensiveness and feasibility of the implementation plan are critical after the goal is clearly defined, which is directly related to the progress speed and implementation effect of the project. The implementation plan should describe the following issues as much as possible:
Project implementation objectives: management issues that help companies solve or business processes optimized through ERP;
Among the existing business processes of the enterprise, what are the management scopes of the ERP system to be implemented, how to implement the system through the system management, how to deal with the special process through the system. For the business of this ERP project that does not pass the system management, whether there will be changes after the ERP system goes online, how should the enterprise handle this change;
In order to achieve the implementation goals, the company should establish what rules and regulations as a guarantee. For example, the job responsibilities of the implementation team, the staffing of each department, the information transfer regulations during the project promotion process, and the reward and punishment system of the participants. After the implementation plan clarifies these systems, the implementation consultant needs to assist the enterprise implementation team to develop specific content;
Departments and positions that will be involved throughout the implementation process, as well as work or support that requires the involvement of these departments and personnel;
The overall timeline of the project implementation plan.
Some people describe the importance of data in ERP projects: "three-party software, seven-point management, twelve-point data." The data is the blood of the ERP system.
For small ERP projects, in order to shorten the cycle and reduce investment, companies should select representative products as a sample of the project. The obvious advantage of this is to reduce the difficulty of initial data preparation, reduce the workload, and fully verify the implementation. The feasibility of the program, and help the enterprise implementers to quickly master the working methods and thus have the ability to “self-implementâ€. Therefore, the possibility of successful project implementation has also increased significantly.
5. Full training, complete documentation
Everything must be implemented in the end, and all information systems must be relied on by people. The data source of the ERP system is the daily business of the enterprise, and it is dependent on the timely entry of the first-line business personnel. Therefore, in addition to the development of the corresponding management system and operational norms, we should also provide adequate training for front-line personnel, try to let them understand the importance of their work, master the skills of the system, and thus help the system to operate stably and quickly.
Corporate personnel are constantly mobile. Newcomers may need to relearn the operation of the system, and new information technology technicians may need to master the entire system. Therefore, the implementation consultant and the project implementation team must have a complete documentation during the implementation process, including the system's instructions for use, training courseware, exam questions, tips for use, and other documents that will help the later people master the system. It is an important carrier of knowledge transfer, enabling the implementation and accumulation of the accumulated ability of enterprises.
6. Respond quickly to problems that arise
The implementation of the ERP project involves all relevant departments of the enterprise. The participants have both managers and ordinary employees. After the implementation of the ERP project, the enterprise changes not only the management and operation methods, but also the management ideas and homework habits. In addition, each enterprise has its own characteristics and other factors. In the implementation process of the whole project, various unforeseen circumstances and difficulties are inevitable. The implementation consultants should be able to respond to various problems in the shortest time. provide the solution.
The speed of response not only affects the progress of the project, but also the confidence of all participants in the project and the trust of the implementing consultant. The confidence and trust of the company in implementing the consultant is directly related to the implementation of the plan and the implementation results of the project. Therefore, the rapid response to problems is also an important condition for the successful implementation of the project.
Toothbrush Making Line,Injection Molding Machine For Toothbrush,Vertical Toothbrush Machine,House Toothbrush Machine
NINGBO KAYDO PLASTIC COMPANY LIMITED , https://www.kaydo-china.com