Jingwei Textile Machinery CIO Liu Xianming: Five Year Redevelopment Group IT Language Family

"It's hard to do it again!"

In January 4th this year, China entered the first working day of 12th Five-Year. In the office of the deputy general manager of the 7 floor of the first Beijing Shanghai center, Liu Xianming sat down at his desk as usual.

After making himself a cup of tea, he fell into a deep thought, until the strong aroma dissipated with the heat, and he did not drink.

At the appointed time, the elite from all parts of the country rushed in, and they came together with the head of a ERP software company.

On this day, Liu Xianming convened.

In recent years, Liu Xianming has only begun to consider the "unification of the company's ERP system", after which he has been pushing the integration of information systems and waiting for the opportunity to mature.

Some people say that Liu Xianming's friends are all over the world. But according to his acquaintance, Liu Xianming is not sociable. He is "sensitive and aggressive".

Liu Xianming told this reporter that he had the common character of introverted and diligent people in Jiangxi.

In 1980s, Liu Xianming graduated from the Northeast Institute of Technology (now Northeastern University) with metallurgical materials.

After graduation, he went to work in Shenyang textile machinery factory, and worked for more than 10 years. He served as director, director of the technical pformation Office of Shenyang textile machinery factory, Secretary of the Party committee, and chairman of Shenyang Hongda Textile Machinery Co., Ltd. (hereinafter referred to as "Hongda Textile") and Secretary of the Party committee.

Hongda Textile was reorganized and reorganized from the original Shenyang textile machinery plant in 1999, and entered the business platform of Jingwei Textile machinery.

In 2003, Liu Xianming pferred from Shenyang to headquarters, which also declared the beginning of his career as an information officer.

Jingwei Textile machinery is a group of enterprises that carried out information technology earlier in China.

In the early 1980s, the Jingwei Textile machinery was set up under the Information Office of the factory. Several programmers independently developed and managed the management of material procurement and production software. In the three years of 1982 ~1984, only one microcomputer of Jingwei Textile machine was used to deal with the comprehensive balance calculation of steel inventory, material ration, procurement contract management and materials.

At the beginning of 90s, the leadership of the company introduced the concept of CIMS (Computer Integrated Manufacturing System) into the company itself. At the end of 1994, the 863 localization CIMS software with independent copyright was popularized throughout the country.

But compared with today, the information tools of Jingwei Textile machine can only be counted as millet plus rifle.

Jingwei Textile Machinery implemented large-scale reorganization in 1999. It changed from a single enterprise mode to a large regional group enterprise. The management mode changed qualitatively, and the headquarters moved from Shanxi to Beijing.

For the management pattern of Jingwei Textile machinery, a key problem is how to merge the accounting of all subordinate enterprises, especially the branches.

In 2003, shortly after Liu Xianming took office, he set up a centralized management system of financial funds at headquarters, and the financial situation of every day in the enterprise could be understood and controlled by the financial department of the headquarters.

After the management platform was built, headquarters used a software to manage money directly to connect with banks. After the authorization of banks, the Finance Department of headquarters would manage funds in accounts automatically, just like a bank terminal.

Subsidiaries can directly operate in different places through the management platform, and the receipts and payments of funds are run on the finance department's machines. Headquarters can manage the funds of various enterprises in real time and dynamically.

In terms of fund management, the headquarters has approved a capital limit for the operation of the branches and subsidiaries, for example, the amount of daily liquidity is about 30 million, and headquarters has pferred the excess funds to headquarters by means of the centralized management platform.

The total loan balance of all enterprises in Jingwei Textile machinery company was seven hundred million or eight hundred million, and the rich capital of each subsidiary and subsidiary company also had this amount. After the centralized management of funds, the company saved a lot of financial expenses, and the enterprises no longer needed loans.

Now all the financial data of each sub branch and subsidiary company will be aggregated to headquarters once a week. The headquarters financial analysis department will be able to keep abreast of the cost accounting, accounts receivable, accounts payable, cost changes and so on.

In addition, at the company headquarters level, Liu Xianming gradually built a headquarters level information system platform, including CRM for business marketing, OA and video conferencing system for mobile office.

By the end of 2005, Jingwei Textile machinery and its enterprises had built the application network and application scope to cover the business systems of engineering design, production, supply, marketing, human, financial, material and other business links. The staff who worked in the information system also reached 3500 people. Jingwei Textile machinery was also selected as the 500 largest Chinese enterprise informatization in those years.

In Liu's memory, the promotion of these information work is not smooth.

One kind of resistance is that employees have limited knowledge of information, and the level of computer application is relatively low, so they do not understand the use of these systems.

Although the company is equipped with computers, some workers are used to collecting books to collect data on the spot.

Some people even use computers to move the handwritten data to the computer.

Another kind of ideological resistance is "informatization does not make money".

Some employees or even senior executives do not support it, and think it is "busy."

Other departments have real gold and silver accounts, and the information center can only burn money without even hearing the sound.

Liu Xianming also looked for a leader and found subordinates to do ideological work for them.

Later, when the effect of information was initially revealed, enterprises gradually realized that "leaving the information technology, really can not play."

The staff also said, "this digitization is really wonderful."

The work has been promoted.

Nevertheless, in order to promote the construction of information technology, Liu Xianming said that headquarters had invested more than one hundred million yuan in informatization over the years.

On this basis, Liu Xianming began to consider integration.

He promoted enterprises to establish service oriented enterprise information application platform, and realized the business process going up and down, and orderly and orderly connection. The production management and control service system, asset capital operation system, product development system and decision support system under the mode of collaborative industry chain were constructed, and the application of digital integrated application was realized.

Liu Xianming not only used numbers to connect the companies of Jingwei Textile machinery, but also began to build an industrial chain spanning the core among the core enterprises, suppliers, partners and customers.

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In November 2010, Liu Xianming visited Germany for more than 20 days, and visited the information application of first-class enterprises such as Volkswagen and BMW.

When many peers are only Western leaders, Liu Xianming looks very "old-fashioned".

He said that Western ideas are different from those of China, while foreign software is good, but it may not be suitable for China's current demand, and it may not be able to integrate fully with the process of Chinese enterprises.

Different national conditions have different requirements for enterprises. The industrial development process abroad is long, the industrial development is relatively mature, the corresponding rules have also been formulated, and foreign enterprises generally go forward step by step.

Chinese enterprises are jumping all the way.

We are like a child. When we first crawl, we have to learn to walk. We will learn to run just when we go.

The flexibility of Chinese enterprises is relatively large, and the market requires low cost and short production cycle.

We are developing too fast, and there will be some problems on the macro scale. In terms of informatization, information can not keep pace with the pace of enterprise development and the changing market demand. Chinese enterprises will not be able to keep up with the enterprise informatization in terms of ideas and traditional habits.

Liu Xianming said that textile machinery manufacturing is a discrete mechanical manufacturing industry, and the informatization of such enterprises is the most difficult.

Because the product type is many, the product structure is complex, less is composed of thousands of parts and tens of thousands of parts, the production process is long, and the design of information tools also needs to be varied.

Liu Xianming said, we still have to customize our own information tools.

What kind of informatization is a good information? Liu believes that "effective and effective information technology is good information technology."

Liu Xianming, as well as some relevant personnel at headquarters, undertook research on various enterprises under his subordinates, and put forward the general plan of Jingwei CIMS, which includes two parts: engineering design automation and ERP.

They collaborate with the CIMS Engineering Laboratory Center of Tsinghua University to fully expand the network pformation and hardware configuration of various enterprises affiliated to Jingwei Textile machinery.

After investigation, Liu Xianming had the idea of making the SOA integration framework (warp and weft spinning machine "12th Five-Year" information strategy plan), but at that time, the technology was not mature and needed a lot of investment, so it was temporarily stranded and focused on deepening the application of the existing information technology in the enterprise.

The implementation and application of these information systems by Jingwei Textile machinery has achieved remarkable results.

The production organization of enterprises is more reasonable and balanced, and the production cycle is shortened by nearly half. It effectively reduces the inventory of enterprises, speeds up capital turnover, improves labor productivity, and further improves the response speed to the market.

Due to the support of information technology, the number of workers in Qingdao branch of Jingwei Textile mill has decreased from 1500 to 1200 people in recent years. The output value has increased from several hundred million yuan to more than ten billion yuan, for example, the accounting plan and dispatcher in every production link have been greatly reduced, and some of them have reduced the employment rate by 80%.

The occupation of production funds is half lower than that before the implementation of ERP, and the material reserve period has decreased from 52 days to 26 days now, which has shrunk by half. The utilization ratio of funds has increased by 50%, and the production cycle of products has been shortened by 1/3.

Liu Xianming told reporters that information technology also brought about a shortened product development cycle and production cycle.

The enterprise originally drew by hand, and the products produced could not be installed as long as there were problems in the design.

Now, through computer drawing, each part is simulated and assembled on the computer first, so long as there are problems, it will continue to pform before production, and the production cycle will be greatly shortened.

After understanding the market demand, it will take several months to make the product. After the product is produced, the market capacity may not be that big, or the product type has been eliminated.

CIM is now available for delivery within 7 days from contract entry, production plan, purchase list, and existing accessories in the warehouse.

During the "11th Five-Year" period, Liu Xianming was thinking about how to make use of information technology to strengthen group management and control, and how to integrate data management of various enterprises through informatization.

Liu Xianming was not satisfied with the work during the "11th Five-Year" period. "Objectively speaking, we didn't do well. The software used by the subsidiaries and subsidiaries was inconsistent, and the data structure at the bottom was also inconsistent. Every enterprise's informatization was done on the original basis.

Enterprises are still limited to small scale integration at the enterprise level, and have not yet reached the integration of distributed enterprises.

With the development of market economy, enterprises are constantly introducing new products and deformed products, and the demand of customers is changing more and more.

It is very difficult to accurately calculate the planned connection between the internal processes such as rough machining, parts processing and assembly operations.

Jingwei Textile machinery has also completed substantive structural adjustment in recent years. In 2010, its operating income is expected to exceed 7 billion yuan, and the company's management mode is deepening to intensive management. Therefore, the determination of new information planning is already in the firing line.

Liu Xianming has been preparing for a subversive campaign. He plans to solve all system integration problems of his subsidiaries in the next five years and make them uniform and consistent with headquarters.

This campaign needs to reconstruct all the original systems and redesign the original underlying structure.

"I know it's hard and hard to do!" he emphasized the emphasis of this year's textile and weaving machine on "12th Five-Year".

This year, we will determine the adjustment plan and then upgrade the enterprise in two to three years.

Liu Xianming knew that without two to three years, the plan could not be completed at all.

Because this is a revolution in the information system of the whole company, including more than 30 sub branches and subsidiaries.

First of all, the whole infrastructure will change.

Secondly, because of the change of infrastructure, the whole process of the enterprise needs to be rebuilt. Liu Xianming also wants to concentrate the good management concepts and processes of every sub company and subsidiary company on the good management software version, which is also a big project.

Besides, Liu Xian Ming, who is also a company's strategic and managerial work, understands that this plan needs to deal with not only gear screws, but also video conferences and software updates.

Most branches and subsidiaries have some years. Their management concepts and information means have infiltrated into every blood vessel of an enterprise. It is hard to persuade them to change their old habits.

Liu Ming Ming plans to set up a new platform, which will not only meet the needs of China's constant day management, but also meet the needs of intensive operation of Jingwei Textile machinery. At the same time, it needs to meet the needs of various enterprises' management upgrading and process reengineering.

In another year, Liu Xianming was 50 years old. When he talked about the ideal life and working state, Liu Xianming, who was not very good at thinking, thought for a long time, and said, "hope is still regular.

Our enterprises are very special. They can't control their own time after helping others.

I hope that management can be carried out in a more orderly and standardized way.

Liu Xianming said that many enterprises in China do not attach enough importance to information technology, and there are very few enterprises that really have CIO posts. "Most enterprises have CIO part-time jobs and less than 10% full-time jobs."

Nevertheless, Liu Xianming still said, "but I am still confident about the trend of China's enterprise informatization."