Why Should Weak Clothing Enterprises Do Well In Basic Management Before ERP Is Implemented?

< p > recently I received a call from a friend who is responsible for the implementation of ERP project.

Now he is very upset because the ERP project has been implemented for half a year, but the project ended in failure.

Is it a question of ERP software or is there a problem with the implementation of ERP? He convened an endless meeting of all project team members and representatives of ERP manufacturers.

Results the consultant of the manufacturer said that the function of the ERP software was not enough, but the basic management of the enterprise was too poor to meet the requirements of ERP implementation.

Just as we did not lay a good foundation, it would be inevitable to build tall buildings directly on sand piles.

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It is indignant for P to implement consultant's irrelevant attitude and shirk responsibility.

On the phone to me, "ERP is not used to raise the level of enterprise management? Why is it that the implementation consultant of the firm should push the failure of ERP implementation to the weak foundation of the enterprise management?" this is an interesting question.

Then, what is enterprise basic management? What kind of basic management is needed for ERP system? < /p >

< p > < strong > 1. Why do we need to do well in basic management before implementing ERP? < /strong > /p >

< p > there are many reasons for the difference between enterprises in implementing ERP projects. Some say it is because software selection fails (55%), or fails due to inadequate management coordination (25%), or fails due to failure in implementation (30%).

But few people think about whether the basic management of their own enterprises has met the requirements of ERP before the implementation of ERP.

In fact, all of the above failures are based on the assumption that enterprises have already satisfied the basic conditions of ERP implementation, but precisely this assumption is one of the most important reasons for the failure of ERP implementation.

To put it simply, basic management is the key factor that determines or affects the success or failure of enterprises in implementing ERP.

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"P >" in management, basic management has a lot of different definitions and understanding, but in general, it is mainly reflected in how to manage daily management well and how to refine the enterprise strategy into specific and operable rules and systems.

There is a popular saying that the devil concealed in details and said the importance of detail.

Therefore, the basic management is mainly from the microscopic analysis, including standardization, quota, measurement, information, rules and regulations, and so on five aspects.

To put it simply, basic management is "five oriented": institutionalization, process, standardization, form and data.

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< p >, therefore, in the implementation of ERP, there is a formula: enterprises must first achieve "clear process, accurate data and rules".

In other words, enterprises must do well in basic management before implementing ERP.

Otherwise, there is no good foundation to implement ERP, just like building a skyscraper in a place where the foundation has not been built, and there is danger of collapse all the time.

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< p > < strong > (1) the core of "process Ching" is process standardization < /strong > < /p >.

< p > business activities consist of many processes, such as procurement, supply, finance, human resources, production, equipment, sales, etc.

The implementation of ERP system is actually the integration of these processes to improve efficiency and reduce costs.

Therefore, enterprises should focus on process rather than software technology when implementing ERP.

There is an old saying: if data is the cornerstone of ERP implementation, the process is the soul of ERP implementation.

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< p > > as we all know, ERP emphasizes the standardization and fixation of processes. Without standardization of processes, there is no possibility of ERP being implemented successfully.

Therefore, the lack of standardization of process is fatal to enterprises eager to implement ERP, because without first rationalizing the process and standardization to solidify the process into ERP system, enterprises will inevitably feel unsmooth when dealing with business.

Therefore, "first process standardization and post informatization" is a basic principle to implement ERP.

Only by sorting out all the business processes of enterprises and realizing standardization, programming and writing, can the business process be upgraded from "rule by man" to "legal system", and the implementation of ERP will make the process clear and get twice the result with half the effort.

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< p > < strong > (2) "data accuracy" lies in the accurate measurement and quota < /strong > < /p >.

< p > when it comes to the importance of data in ERP applications, the most common phrase is "three points, seven points management and twelve points data".

Because there is no high quality data, ERP applications become passive water.

Because the data is wrong, even if the ERP is on-line, there is no meaning. Instead, it will be the fuse of system failure or dropping.

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< p > ERP data is divided into static data and dynamic business data.

Static data include basic data and initial data. Only when accurate data are entered into the ERP system, can the ERP system get a good start.

Otherwise, the ERP system has made mistakes in the original accounts.

As for the dynamic data, there is a more popular saying: "garbage data entering, garbage data coming out".

Therefore, when there is no reliable and reliable data base, it is empty talk to hope that the efficiency of ERP application can be improved.

Therefore, to do well the quota and measurement work of basic management is a prerequisite for ensuring the quality of ERP data, and also a key step to ensure the quality of ERP data.

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< p > < strong > (3) "rules clearly" lie in the standardization of system < /strong > < /p >.

< p > in the implementation of ERP, the implementation of ERP as a standardized management system is the main reason for the failure of most ERP projects.

Because ERP on-line is a process of redistribution of departmental interests and personnel interests, and is a process of conflict between standardized system and arbitrary management habits.

Experience tells us that there is a general rule of "rule by man" in enterprises that are weak in basic management. This kind of non standardized management is contrary to the way of "rule of law" required by ERP implementation.

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< p > for example, when the rules and regulations of enterprises are not clear, or the system is not effectively implemented, conflicts of interest often lead to the implementation of ERP in name only, and the implementation of ERP will inevitably be stranded.

This is also the reason why most enterprises with poor basic management level fail or fail to achieve good results in ERP.

Therefore, streamlining the process and data entry does not mean that ERP can be successfully launched. In order for ERP to be successfully implemented, on-line and running, standardized systems must be used to ensure that ERP implementation activities can be properly implemented.

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< p > < strong > two. Strategies for solving weak basic management in enterprises < /strong > < /p >

< p > from the above analysis, we can see that the implementation of ERP emphasizes that we should first lay a good foundation for management, not a concept that is thrown out of nothing, but conform to the requirements of ERP implementation.

Only by strengthening basic management can we get our daily work into a professional and institutionalized track.

Therefore, those who hope to lay a good foundation for management can refer to the following methods and strategies: < /p >

< p > < strong > (1) starting from process standardization, establishing a clear process framework < /strong > < /p >

< p > according to the survey, many enterprises preparing to implement ERP still stay at the stage of "arbitrariness" in the business process. Therefore, enterprises are required to form institutionalization, standardization and form formation before applying ERP.

For example, we first set up a process framework based on responsibility, right and profit, and then through this kind of basic management construction, we standardized the routine events of enterprises into standardized, standardized and form oriented process management so as to form a unified, standardized and relatively stable management system so as to improve the success rate of ERP implementation.

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< p > < strong > (2) from the standardization of the system, there is a law to follow < /strong > /p >

< p > when the scale of enterprises is bigger and bigger, there will be more and more things.

If the management of enterprises is still in the management stage of "rule by man", the difficulty will be very great.

Therefore, enterprises need to set up a standardized control system first, so that every post, every activity and every moment of the enterprise is under control, so that enterprises can make decision procedure, check quantification, clarify responsibilities and responsibilities, implement measures concretely and control process, and ultimately ensure the smooth implementation of ERP implementation.

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< p > < strong > (3) do a good job of quota and measurement to ensure that the data is true and reliable < /strong > < /p >

< p > any data is made up of a certain quantity. Therefore, in order to obtain its true quantitative value accurately, we must do well in the measurement work.

As Mendeleev said, without measurement, there is no data.

Metrology is the technological basis of enterprise production, for example, from raw material screening to quota feeding, from process monitoring to product quality inspection, it is inseparable from measurement.

Simply speaking, without accurate measurement, there is no reliable data, and of course, it is impossible to ensure the high quality data required by the ERP system.

Therefore, only by doing a good job in measuring work can we ensure the effectiveness of measurement data. After long-term data accumulation and statistical analysis, we can work out reasonable quotas, and only in this way can we get high-quality ERP data.

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< p > generally speaking, solid foundation management is the cornerstone of the successful implementation of ERP.

If the enterprise can not achieve a certain degree of basic management, and is unwilling to resolve and work hard to solve it, we should not rush to carry out ERP construction, because in this case, the implementation of ERP system, the benefits are doomed to be poor.

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