Three Stages Of Jiangsu Lian FA Textile Company To Promote Information Pformation

Jiangsu Lian FA textile Limited by Share Ltd is a large high-tech enterprise integrating cotton yarn, dyed weaving, printing and dyeing, garment making, thermoelectricity and trade, Jiangsu innovative enterprise and Nantong Haian first listed company.

The company's main products are yarn, dyed fabric, printing and dyeing cloth, shirt four series.

It has the annual production capacity of 72 million tons of yarn, 80 million meters of dyed cloth, 50 million meters of printing and dyeing, and 6 million of shirts.

The products are sold to more than 20 provinces and cities nationwide and exported to 36 countries and regions, such as Japan and the United States.

In 2009, the company achieved sales of 1 billion 529 million yuan, earning 168 million yuan in foreign exchange, 276 million yuan in profits and taxes, and 1 billion 292 million yuan in total assets.

For 12 consecutive years, the main economic indicators of the company have won the "ten strong national dyed fabric industry", and become the 20 strongest Chinese cotton and dyed weaving industry, and have been reelected for 5 consecutive years.

The top 500 in industry and 6 consecutive years are among the top 100 textile and garment industries in China, ranking first in the Jiangsu dyed weaving industry.

In 2007 and 2008, the private tax payers of Jiangsu province have been reelected for two years.

As a traditional textile enterprise, in the course of development, the company has been committed to scientific and technological innovation. It always aims at "using the most advanced equipment, the most advanced technology, cultivating the best employees, producing the best products, achieving the greatest economic and social benefits". Adhering to the idea of "leading the technological progress with high and new technology, promoting industrialization with information technology", it is based on the combination of technological innovation and industry university research to accelerate the upgrading of the core competitiveness of enterprises.

Since 1998, Lian FA textile company has gone through three stages: information technology.

Stage 1: simple application stage (1998-2005)

Since 1998, Lian FA textile has gradually started to carry out information construction, and has introduced warehouse system, mail system, financial system and CAD system successively.

This stage of information construction has the following characteristics: (1) lack of overall planning for information system construction; basically, it is a state of "headache and pain"; (2) no overall business process is combed, so it is difficult to adapt to the needs of business change and expansion; (3) integration is poor, systems are relatively independent, heterogeneous platforms are numerous, and information sharing and system upgrading can not be achieved to the maximum extent; (4) security is poor, and no information system security system is established; (5) logistics, capital flow and information flow can not be unified, so it is difficult to make advance prediction, control in the event, and post analysis.

The second stage: ERP construction stage (2006-2009)

In order to make the company survive and develop in the market, the company began planning and combing the whole process, mainly buying and introducing the ERP system.

Since 2006, the implementation of the ERP system has been officially launched, which has opened a new curtain for the company's full information construction.

At this stage, the following systems are mainly implemented: company integrated network, system platform construction, human resource management system, customer relationship management system, plan management system, quality management system, process management system, production management system, cost management system, and equipment management system.

The third stage: IT management innovation stage (2010- future)

Since 2010, on the basis of the original system, the company has implemented a number of management improvement and system optimization projects by comparing the management system of Haier, YOUNGOR and other management systems with the actual management needs, thus forming a new information management mode of "management +IT" with the characteristics of "joint management". It fully supports the development strategy of the company's "world-class fabric suppliers and domestic first-class brands".

At this stage, we developed self-developed fabric distribution system, clothing brand network sales mall, foreign trade sample delivery system, on-site electronic positioning system, on-site fixed point photography management system, CT process system, centralized control system, DCS distributed control system, MES system, sewage analysis system and so on.

These projects regulate the company's management and reduce the cost of the company, which is conducive to the implementation of the company's new profit point deployment.

Selection and construction of ERP system

Since the restructuring in 1998, the development of Jiangsu Unicom's textile Limited by Share Ltd has been developing rapidly.

In the 04 year, the process CAD system took the place of the traditional hand counting process.

The successful application of IT technology in the production process is beginning to taste sweet.

In 2005, under the proposal of Mr. Huang Changgen, general manager, the introduction and implementation of ERP system was incorporated into the company's formal agenda.

At that time, the company did not have the scale of today. The office and production conditions of the old factory area were prohibitive for many ERP system suppliers. Some of the top executives of the company implemented high failure rate based on ERP system, and the information literacy level of the existing personnel was low. In addition, Lenovo Liu Chuanzhi two was hard to break down: "not ERP system is waiting for death, ERP system is finding death". It is believed that there is some advance in the ERP system now.

He recruited IT talents to organize the selection team of ERP system, and compared with five or six software suppliers in one year, and finally chose a set of foreign production systems specially used in the textile industry.

During this year, the selection project team organized different suppliers to demonstrate the ERP system repeatedly.

Imperceptibly, the understanding of the ERP system has been improved by the grass-roots cadres.

Many managers, after understanding the application of information technology in the same industry, urged the general manager to take the ERP system tightly.

In order to ensure the implementation of the system, Huang has interviewed several experienced ERP system construction talents. Finally, from the same industry information benchmarking enterprise Hongkong Yida group, Wei Shunming, who has developed and implemented the production system development and management experience, set up the IT department and formally implemented the ERP system.

Prior to the launch of the ERP system, the IT Department has carried out popularized information literacy training for key employees who may use the system.

IT has compiled a ERP training manual, and has built an electric classroom which can accommodate more than 30 people. From improving the typing speed, we have formulated learning climbing plan and strict reward and punishment assessment regulations.

In a short span of a year, the information literacy of the company's employees has undergone tremendous changes.

To sum up the successful experience of the implementation of ERP system, I think the following are some points: high level planning in advance, promoting the unified thinking and understanding of management, implementing organizational structure guarantee, importing experience of benchmarking enterprises, and having the basic capabilities of employees.

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　　隨著公司業務的迅猛發展，先后購買實施系統有： 意大利DataTex生產管理系統、立友信客戶關系管理軟件、臺灣坤益工藝CAD軟件、法國Yxendis工藝CAD軟件、上海環思服裝生產管理系統;自主開發了包括打樣公司信息管理系統、聯發紡織化驗室配方與稱重控制系統、聯發紡織原紗檢測系統、聯發紡織倒筒/漿紗/織造/后整理車間實際工藝系統、聯發紡織漿紗開單系統、聯發紡織配電房用電監控管理系統、聯發紡織配紗管理系統、聯發紡織色紗檢測系統、聯發紡織染紗排缸分缸系統、聯發紡織物理指標檢測系統、聯發紡織坯布驗布系統、聯發紡織成品驗布系統、聯發紡織計件工資統計系統、聯發紡織后整理整理調度系統、聯發紡織后整理助劑開方系統、聯發紡織文件管理系統、聯發棉紡生產管理系統、聯發紡織實際成本系統、聯發棉紡配棉系統，申請軟件著作權22個，并

9 software products were successfully declared.

The achievements of the informatization construction of the textile industry supported the continuous rapid development of the company, and made important contributions to the company's export inspection exemption, provincial quality award and state-level high-tech enterprises.

With the severe financial crisis in 2008, the joint venture textile industry has become a leading force in the breakout of private textile enterprises.

IT human resources management

At present, there are 1 IT department managers, 1 assistant managers, 3 supervisors, 5 industrial engineers, 27 maintenance and development programmers, 4 hardware maintenance staff, 47 Department departments, and 41 practical personnel, undertaking the task of information construction and maintenance of the affiliated textile and its holding subsidiaries.

Companies and other types of enterprises have some common problems in personnel management. IT personnel are hard to recruit, difficult to train, difficult to manage, and difficult to retain excellent talents.

Jiangsu Lian FA textile is a factory type enterprise, located in Haian County, Nantong, which is relatively remote.

Recruiting qualified programmers is the first problem.

The Ministry of human resources has taken two measures.

The first is to continuously recruit senior programmers from local or surrounding websites on recruitment websites, and constantly interview and select.

The second is to recruit students who have not graduated from the school one year in advance, to carry out joint training, and to set up intensive training programs and evaluation mechanism for elimination within the company.

These measures have basically solved the problem of vacancies in programming talents.

Plant system maintenance and development tasks are numerous, business rules are trivial, it is impossible for novice to have too much time to learn programming and familiar with production business.

How does a novice work quickly? IT has established a more intensive training mechanism for "training teacher + tutorial system".

The main idea is that a novice will appoint a mentor, and the relationship between the student and the instructor will remain unchanged for a year and a half in principle.

These relationships include tutors' guidance on student case work, completion of piecemeal new requirements, and questions and answers in work life; students follow the procedure of maintaining tutors' development.

In addition, there is a part-time training teacher, according to the training plan, combined with the actual production characteristics, carry out basic professional theory training.

When the novice passes the basic skills assessment, the Department will give some distinctive rewards.

In the IT Department of production enterprises, unlike specialized software companies, there is a problem that programmers' continuing professional training is very few, and basically rely on self-learning.

If the Department does not create a self-learning environment and atmosphere, programmers themselves lack consciousness, the Department's development skills are easy to set foot in place.

In order to encourage staff to teach themselves, IT uses the more commonly accepted software proficiency test as an evaluation tool, giving different levels of monthly skills allowance to junior, intermediate and senior qualifications.

The average subsidy level is about 15% of the basic wage.

This way has stimulated some colleagues' self-study enthusiasm.

When the system was formulated, there was also controversy within the Department.

Some managers worry, on the one hand, they put too much energy into the examination; on the one hand, some colleagues regard their certificates as stepping stones to job hopping.

Internal skills rating is better.

There are too many systems to be developed and implemented, and too many resources are consumed by internal ratings, often unfair and fair.

The IT department finally established the long-term system on the basis of the concept of human resources that is responsible for staff development.

In the past 3 years since the implementation of the system, there have been no 2 aspects of concern at that time.

At present, 5 people in the IT department have been awarded senior and senior qualifications. This system is of great benefit to the consolidation and enrichment of staff's theoretical knowledge.

The most difficult part of IT management is the control of the work plan, because the work of the programmer is often difficult to measure, and the work that is scheduled to be completed tomorrow may drag on.

The Department of IT is in line with AIPs management thought and improves it to IT department management.

AIPs (Action In Process) is a management tool of the Thomas management consulting group of the United States, and has been promoted and trained in the management consulting of Hongkong Yida group.

In particular, it is a excel file. According to the daily tasks, the files are to be selected, and the tasks in progress are divided into different modules. The parties need to update their contents every day and report them to their superiors.

Supervisors need to communicate with their subordinates on this work plan and current progress form.

There are many articles in Aips on the specific requirements of the network.

The company has added two key requirements on the basis of it: first, the concept of task granularity: the task granularity of this week must be less than 0.5 days; if it is more than 0.5 days, we must decompose it; second: freeze concept: the planned completion time is frozen within three days, if there is no procedure for changing the application, the plan will not be completed within 3 days, and the record will be violating.

In order to enable AIPs to be properly applied, there are full-time staff in the Department to freeze and summarize AIPs tasks.

The aggregated performance scores and the number of irregularities will affect the proportion of awards in the project and the grading of the basic salary of that year.

In the past 4 years, under the application of this management tool, IT manager can manage multiple projects at the same time, he may also be the deputy general manager of Jiangsu James's textile company and general manager of James's electronic commerce company.

In order to stabilize the backbone personnel, the Department adopted a broadband salary system with grading and grading, which made more contributions, and a longer working colleague could have a relatively good fixed salary.

Most of the businesses in the department adopt project management.

Even if the system improves the new demand with quarterly discussions, the Department will set up a continuous improvement project on a quarterly basis.

Each project has clear objectives, responsibilities, scope, delivery time, deliverables, inspection standards, etc., and is responsible for signing the project responsibility with the project manager after confirming the detailed requirements analysis.

After the completion of the project, give appropriate reward.

In order to motivate you, the award of the project has been released from the past internal and external reviews and changed to the project milestone.

The backbone personnel often get more reward quota in the project after making more contributions through their own abilities.

In order to make the information construction personnel of the company do not appear to be in a blue sky, there is also a programmer reserve plan for IT department, in addition to the programmer's pfer plan.

Some highly competent programmers can turn to industrial engineers in the absence of professional skills.

Some primary maintenance programmers can turn to the planned dispatching line when their professional skills are not improved.

These human resource management methods were not implemented from the very beginning. During the process, the company also took a lot of detours, and there were some unhealthy phenomena such as staff turnover and sabotage.

With the development of the times and the continuous development of information technology, IT's human resource management methods are always moving forward and improving.

System operation and maintenance

System operation and maintenance is the highlight of IT management. In order to reduce the number of software maintenance personnel, the system can be used steadily and continuously improved. The IT department refers to the concept of multi skilled workers in lean production, and uses more than one year to strengthen training time, so that 4 hardware maintainers can be trained as qualified hardware and software maintenance workers.

In order to keep the system growing young, the maintenance group will hold a forum on all key users of the system every quarter. Before the forum, they will send out interviews and suggestions for improvement.

Through the discussion, IT department can collect many small improvement needs of users every quarter.

After the assessment, the IT Department replied to the user's approximate completion time and frozen.

These requirements should be completed in the next quarter at the end of the quarter.

After excavating the system requirements, it is hard for the company to hear a lot of complaints about the IT system.

In accordance with the concept of 7 hours and 24 hours of continuous maintenance of software and hardware, a departmental duty hotline mobile phone was set up, and Sunday duty and night shift duty management were standardized.

In order to quantify the performance of hardware maintenance and provide good service to users, departments have attached a number of mobile phone numbers and mobile phone stickers to each computer.

The maintenance team sets a price for each type of fault according to the workload. Each time attendance is maintained, there is a form for users to fill in the breakdown, time point, service attitude and response time.

The maintainer will fill out the maintenance confirmation form, and the performance will be counted by the special personnel at the end of the month.

In each half year, we combined the quarterly discussion and the special customer satisfaction survey to grade and evaluate the hardware maintenance staff's current wages.

A major complaint shall be submitted to the parties concerned after a discussion between the head of the Department and the management personnel.

Through these strict systems, programmers and maintainers always realize that they are service members of a service department.

After the completion of the ERP system, the Department is still holding an annual information literacy promotion project. Combined with the relevant requirements of the Ministry of human resources, the rating standard is set up for typing speed, Office office, ERP system operation ability, operating system and common hardware fault solving ability.

We should set up a climbing plan for the employees who fail to meet the standards, carry out tracking services and regular evaluation, so as to continuously solve the situation that the information literacy of local private enterprises is generally not high, and form normal management.

So that the normal operation and maintenance of ERP system has been ensured by the majority of employees.

In order to standardize the operation and maintenance of the information system of the company, a 2 person quality group was set up in the IT department. One important function is to check the standardized management of the daily operation and maintenance of the system, such as maintaining logs, maintaining code change normalization, Microsoft VSS document code configuration management server and so on.

IT approaches to management innovation

After the completion of the ERP system, the requirement for the IT department is not getting lower, but getting higher and higher, constantly giving IT department new expectations and requirements.

In order to make IT Department competent for these requirements, the company leaders first stressed the importance of seriously organizing discussions and formulating the information planning for every three years, followed by the protection of the quantity and quality of IT personnel.

After planning objectives and personnel protection, IT management innovation also needs to find its own methods and tools.

In 2009, the company set up the Ministry of industrial engineering, and pferred part of the IT department to the original business management department. IT is directly under the leadership of the industrial engineering department.

The main responsibilities of the industrial engineering department are business process reengineering and continuous improvement activities aimed at reducing costs and improving quality.

Industrial engineering studies the design, improvement and implementation of integrated systems consisting of human, material, information, equipment and energy. It applies knowledge and skills in mathematics, physics and Social Sciences, and combines engineering analysis and design principles and methods to illustrate, predict and evaluate the results of this integrated system.

The main contents of modern IE research include production system planning and design, production planning and inventory control, operation planning, logistics and pportation and storage, flexible manufacturing technology, agile manufacturing, quality control and reliability, engineering economic analysis, ergonomics and human-machine system, basic research, industrial engineering training and education, etc.

The contents of industrial engineering research are IT leading and varying degrees of participation.

The establishment of industrial engineering department in manufacturing enterprises is to combine IT with management, and use industrial engineering methods to systematically sort out the process management of the company so as to achieve the goal of lean production.

It is possible to manage innovation by using IT tools only if IT+ is managed.

In addition to using industrial engineering method theory to guide IT department to carry out management innovation, the Department of industrial engineering also uses comparative thinking on the rules of the company's excellence rating scale in the performance excellence mode, and gradually applies the application of IT tools in the company.