Shanghai Textile Informatization Is Creeping Forward

As an old state-owned enterprise, the informatization of Shanghai Textile Group is slowly advancing.

For Shanghai, Shanghai textile is a bright spot for a long time.

Once upon a time, Shanghai was the leader of China's textile industry and made a lot of contributions to the development of textile industry in Shandong, Zhejiang and other places.

Before the 90s of the last century, the land of 1/3 in Shanghai was made in Shanghai.

However, the glorious history can only represent the past. By the early 90s, Shanghai textile was overburdened by overstaffing. At that time, Shanghai textile had 550 thousand employees.

In 1996, China began to deepen the reform of state-owned enterprises. Many overburdened state owned large enterprises have been split up, and Shanghai's textile industry is also facing the danger of being split.

However, after a period of consideration, Shanghai SASAC believes that Shanghai textile is contributing to the economic development of Shanghai, and its history is very heavy.

Moreover, as a thriving international metropolis, Shanghai also needs some fashionable industries, and textile can combine traditional industries with fashion industries.

"Because of this, Shanghai SASAC thinks that Shanghai textile should have its place, so it decides not to split Shanghai textile, but to further develop Shanghai textile, and the development is about the information system.

Because information system is a booster for promoting the development of an enterprise. "

Li Xiaoshan, general manager of Shanghai textile (Group) information technology department, said.

However, Shanghai textile needs to solve a series of problems when it wants to further develop. The heavy burden of the 550 thousand employees is the first big exam it faces.

Decide promptly and opportunely

As early as 1992, faced with numerous and complicated personnel, the Shanghai Textile Industry Bureau, the predecessor of Shanghai Textile Group, was determined to make adjustments.

After more than ten years of adjustment, it has been cut from the original 550 thousand people to 25 thousand employees on the record.

"This is a very tragic process."

Li Xiaoshan could not help sighing about the major operation of Shanghai's textile history.

At that time, many textile enterprises in Shanghai were shut down one by one. In order to appease laid-off workers, Shanghai textile also sold the land that was originally in the urban area or sold it at a very cheap price.

A heavy price has been paid for it.

In this process, the Shanghai Textile Industry Bureau has also completed the pformation from the administrative unit to the enterprise.

After the restructuring in 2004, Shanghai Textile Holding (Group) company was established and a new leading body was launched.

In fact, Shanghai SASAC has always attached great importance to the development of Shanghai's textile industry, and has made a management structure design for Shanghai textile.

According to the relationship of assets and the development strategy of enterprises, Shanghai textile has consulted a well-known consulting company for strategic management and control consulting. In fact, it is also preparing for the whole information control and control.

From scratch

Although Shanghai textile has made a series of preparations for informatization, but before 2004, the informatization of Shanghai textile group can be said to be a blank.

Although there are several enterprises affiliated to the ERP system, most of the subsidiaries of Shanghai textile group do not have information in their business development. Many financial departments still take manual account keeping methods.

Because it used to be an administrative unit, the Shanghai textile group did not even have computers at that time.

At that time, there was no specialized information department in the group company, and only a few IT personnel belonged to the group office management.

The system of group companies is only an industrial statistical system made in 1998, and it has not been able to play much role by 2004.

It is against this background that Li Xiaoshan joined the Shanghai textile group.

After joining Li Xiaoshan, he set up the Ministry of information technology alone.

Li Xiaoshan, who was born in 1977, was very young in the group company. Later, he recruited several young people to enter the information technology department.

At the same time, the other departments of the group also recruited several young people.

After adding these new blood to Shanghai textile industry, the basic demand for the Internet was put forward.

However, Li Xiaoshan did not rush to promote the network in the group company. Instead, he made his employees rely on QQ and MSN for their dependence on the Internet.

In the case that the network can really improve the work efficiency of enterprises, Li Xiaoshan led the team to a cheap and easy to use P2P file pfer tool.

Group leaders and colleagues used this tool very well, because it partly solved the problem of file pfer.

After a period of use, some of the leaders began to reflect that the function of the P2P file pfer tool was not enough. At this time, Li Xiaoshan took the opportunity to recommend the OA system to the leaders and successfully completed the construction of the OA system.

"In fact, we are using OA at most."

Li Xiaoshan said.

Control data

At present, in Shanghai's textile industry, all the operations and decisions are put on various subsidiaries. The group company has no profit center, but only does some administrative management work, and has not been deeply involved in the business operation.

For example, for a subordinate enterprise, the group company only needs to see its annual turnover and so on.

However, group companies are gradually strengthening their monitoring of business.

First of all, it is reflected in its control over the business data of subsidiaries.

When a group sees that a subsidiary has a very good business platform and another enterprise has a similar business system, the group hopes to be able to share the business system between the two companies, which needs to get the business data of a relatively good business system.

In order to better control the data, Li Xiaoshan led the team to make a simple BI system in the group company, mainly mining and analyzing the data of each subsidiary company.

Because the leaders of the group put forward the need to control the data of their subsidiaries from the perspective of management and the development strategy of the whole group.

And the subsidiary companies, such as chemical fiber subsidiary and trading subsidiary, will also have their own data analysis needs.

"So far, we have only done some conventional data analysis. If there is no original data, it is very difficult to do regular analysis."

Li Xiaoshan told reporters.

At the same time, he also said that in the next two years, he will lead the team on a report based analysis tool to further improve the BI system, so that the group can collect some raw data from the financial and business two aspects to do some analysis.

Demand determines IT system construction

When leading the team to the system, because Li Xiaoshan is facing such an old state-owned enterprise such as Shanghai textile, it is not urgent for him to rush to stimulate the needs of leaders and employees for informatization, and to push forward the construction of informatization by stimulating their needs.

However, even so, IT system construction of many subordinate enterprises has not improved.

Later, Li Xiaoshan led the team to do research on the needs of the entire group informatization. It was found that the demand for IT from the top leaders of the group to subsidiaries was very strong.

What is particularly distressing is that the front-line employees of Shanghai textile subordinate companies do not have any IT requirements. They think manual operation is enough.

"Because they have not yet looked at the issue of information construction from an integrated perspective."

Li Xiaoshan told reporters very regretfully.

For the management of the company, though they have demand, they are not particularly urgent to push forward the construction of IT system.

Because they have concerns and considerations from all sides, for example, they have to take care of the mood of the employees below.

In any system, the middle managers of the company will consider whether the system will bring a series of chain reactions, which will affect the management of the company. It is precisely because of these concerns that the promotion of information technology in Shanghai textile industry is not particularly satisfactory.