How to improve the success rate of ERP implementation is a problem plagued such enterprises, and strengthen the implementation of ERP project team strength, grasping based on clear concepts, training first.
In order to improve their market competitiveness, more and more small and medium manufacturing enterprises regarded the establishment of ERP system on the agenda. However, the effect of the implementation of ERP does not have satisfactory. How to improve the success rate of ERP implementation troubled by such enterprises is a difficult problem.
Domestic small and medium sized manufacturing industries have a strong personality. First of all, their management foundation is weak especially in medium and small private businesses some still preserved traces of a very strong family business. Second, most of them are in the downstream industry chain, capital and small in scale in the market at a disadvantage and vulnerability to market fluctuations. Once again, in order to adapt to changes in the external environment, business forms flexible, bringing management of no small challenge. Finally, the overall quality of employees is not high, especially in the cultural level of grass-roots workers is limited, mobile. These characteristics determine the small and medium manufacturing enterprises in order to the successful implementation of ERP will not be able mechanical engage in "take-ism", but to the full investigation on the basis of syndrome differentiation. Specifically, we must do the following a few key points to control:
Strengthen the ERP project team execution.
Where in the enterprise to have a prestigious, well versed in business, familiar with the senior leadership of enterprise management ERP project team as the core of leadership, it is our consensus. But only that the project can not guarantee the implementation of various policy measures. In the small and medium enterprises, the better to emphasize execution. Only execution of the project team can be of high durability according to the amount completed its work. How to improve the project team executive power? Addition to having a leadership ability and political integrity, but also feasible plans and the timely and effective communication. Small and medium enterprises to carry out the work are often varies with the market, planning poor. Therefore, in the implementation of ERP process, must have a combined thickness of a rolling plan. Plans to scientific and rational, with feasibility. Sometimes, just by the implementation of personnel experience or understand the business part of the situation only made the work plan, resulting plan can not guide practical work, random delays in changes to plan. This will not only undermine the seriousness of the implementation, but also to enable the implementation of a long-term drag on, bringing the cost of implementation of the steadily rising, and execution greatly reduced. Furthermore, we need to maintain timely and effective communication between the project team, so that you can unify thinking, unify understanding, to promote timely and effective implementation of the advance. Can be said that SMEs were the implementation of force is fundamental to success.
Grasp based on clear concepts, training first.
SME's own conditions and the uneven quality of personnel, which requires the implementation of the training staff can not follow the normal train of thought to deal with small and medium enterprises. But should be based on the actual situation of SMEs, the content of the training focused on basic training and philosophy, time, training or interludes on the first training to learn ERP, application of ERP to create an atmosphere where in the enterprise together. After the establishment of the project team, according to the actual situation of enterprises, to start the General Assembly in conjunction with enterprise project management features will be launched on the enterprise ERP and significance of the role to explain in simple terms, so that all staff are able to hearts and minds of ERP projects, and actively to carry out implementation, and to clarify misconceptions people ERP and panic psychology. On the demand investigation, may have targeted the grassroots level operators to carry out basic computer knowledge and basic knowledge of ERP training, the high-level concept of ERP training, their understanding of the ERP to the correct understanding of a unified up. In practice, the author encountered a case of a company's leaders believe that the middle part of the purpose of ERP is to reduce their workload, so they demand the implementation of the ERP is always centered on how to maximize the reduction in the workload of the 1:00, so that they are violating the ERP of the fundamental obstacles to the implementation brings. After in-depth communication, eventually reversing their ideas. Like this, such as in the implementation of the beginning of the concept of training them, they will follow-up to pave the way for implementation. Finally, on-line before the trial run, and then applied to the staff level of training.
To distinguish between the principal contradiction, focusing on research; vu traced back straight away.
Diverse patterns of SMEs, management was not standardized, the demand for research, it may give people the feeling of clutter. Then requires the implementation of clear-headed officer to seize the main contradiction of enterprises, service of this traceability, Shoudaobingchu. For example, in a company, sales can not be timely delivery, customer satisfaction is low, the wastage rate. Production and marketing are not well coordinated, workshop staff complained about rapid changes in production planning, production scheduling difficulties, the production schedule can not be seized. Some of the material procurement cycle is long, but the lead time is too short, the phenomenon of lay-off is expected to be serious. Warehouses in the products, semi-finished management vacancy. Lack of quality control incoming shipments, warehouse damage, production scrap serious. Is difficult to determine the cost of production, exchange, shall it difficult to manage, financial data are insufficient to support high-level decision-making and so on. Us sweep aside the complicated surface phenomena, recognizing that sales and production out of touch to solve the situation by a key, as long as the sales and production of information-sharing, can make the warehouse, purchasing, after-sales service and other departments of the problems in time. Scientific and effective materials management is a key to solve the financial chaos, as long as the materials from purchase to sale the entire chain in real-time tracking business on the smooth flow of goods, and financial costs of data accuracy, and contacts, Management is also clear. In this case, the surface seem complicated, but as long as we seize the sharing of information and material flow of these two points will be able to fundamentally reverse the enterprise information management chaos. Doing so immediate, but also enhance the upper and lower confidence.
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