ERP'S Experience

< p > in the process of enterprise investigation, we often hear the following complaints: < /p >

< p > our enterprise got ERP, the statistics increased by four people, accounting increased by two, but the result was only a week later than before.

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< p > our company warehouse < a href= "http://www.91se91.com/news/index_q.asp" > warehousing process < /a > especially slow, a lot of information lag, a week or ten days to get out of the information.

Manual storage can be completed on that day, but the ERP system is much slower.

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< p > our production system receives materials and supplies several times a day, but executives only check once a day.

Intermediate changes can not be handled in time, affecting production.

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< p > our company's accounts payable use ERP system. There are seven or eight processes in advance, and there are too many audit links.

The most troublesome problem is that the boss is on a business trip and the ERP operation stops.

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< p > ERP, but efficiency is lower. I believe it is not a difficult problem for an enterprise.

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< p > Why did ERP become less efficient? I concluded from the failure cases of many enterprises: many enterprises ERP system itself is the integration of backward ideas and inefficient ways! < /p >

< p > > let's think about it: let's think about it: is it really a panacea for controlling enterprises? Do you think that the first pass is not kept? That is to say, those who do things do not do well. Does the subsequent audit signatures make sense? If the first person does something right at the same time, and saves the following duplicate links, how much will it save for enterprises? < a href= "http://cailiao.sjfzxm.com/" > labor cost < /a > and how many market opportunities are there?

< p > > in the practice of consulting services of many enterprises, the author finds that: repeated auditing, repeated signing, asking for advice at all levels, reporting at various levels, making trouble, waiting for a long time, and meeting without decision are the biggest black holes in enterprise management, which we call "process black holes".

The activity that we are accustomed to doing repeatedly without bringing value to enterprises is the process black hole.

The process black hole imperceptibly consumes the time of employees, eliminates the company's resources, increases management costs and engulf the profits of enterprises. < /p >

< p > however, too many enterprises have deposited these backward checks and duplicate signing processes into the ERP system. How does this system improve work efficiency? How to enhance the enthusiasm of employees? How to create more value for enterprises? How should the lagged market satisfy customers? < /p >

< p > I want to shout: not ERP is bad, but we use the wrong way. We implanted the backward management mode into the system. If we want the system to play a role, we must integrate the optimized way of work into the system.

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< p > in fact, the beginning of ERP was started with BPR.

They can even be regarded as twin brothers in management innovation.

The settlement process of Ford Motor Co originally had five hundred employees. When the process was reengineering, they boldly broke the tradition, faced the overall situation and faced the customers, reduced the fourteen indexes previously audited to three indexes, and settled the personnel to input three data into the system, so that the system could automatically settle accounts and pfer accounts.

As a result, the staff of Ford settlement department reduced from five hundred to one hundred. At the time of the annual salary of twenty-five thousand dollars, a process saved ten million dollars a year for the company! < /p >

< p > the Chinese small and medium enterprises that the author has served has been able to save one hundred thousand and two hundred thousand of the whole process a year.

Much of that is saved from repetitive work.

If you do the process optimization first and then go to ERP, you will get twice the result with half the effort! I am also pleased to see that many enterprises do the process optimization before the < a href= "http://pop.sjfzxm.com/popimg/xm/index.aspx" > ERP < /a >.

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< p > only by embedding good management concepts and good management methods into ERP can we really help enterprises control their systems.

Now we should understand that the inefficient ERP system is not the system, but the backward management.

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