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Since Muyang Group officially used the ERP system, after 14 months of operation, all links of the system have been operating normally, and the system can provide reference data for all relevant units. After the operation effect of this period of time, combined with some problems encountered in this process, the summary of our company’s ERP implementation experience is as follows:
1. The general manager of each unit participating in the use attaches great importance to and personally participates
The ERP system involves all units of the company’s sales, production, procurement, logistics and other units, requiring the joint efforts of all personnel. The high attention and personal participation of the general managers of each unit will undoubtedly become a role model for all participants. A high tacit understanding between the units has laid a solid personnel foundation for the efficient operation of the system.
2. Direct participation in finance and R&D units
The ERP system includes all sales, production, and purchasing activities. At the same time, all business contract accounting data, material equipment costs, purchased material prices, and other data are extracted from the system, which means that the data source for financial accounting is ERP System, the participation of the Finance Department is particularly necessary. Before the implementation of the system, the first thing to do is to confirm the accounting method with the financial department, what data sources are needed, and confirm its composition in order to formulate a more effective implementation plan, avoiding adjustment changes due to discrepancies with the requirements of the financial department.
The basis of the ERP system is the material master file and the product BOM structure. The accuracy of these two parts of data will directly affect the quality of the system. The basis of the product BOM structure is the drawing. Although there may be some differences between the final used BOM structure and the design BOM structure, the design BOM structure is the soul, so there are higher design requirements for R&D personnel.
3. The establishment of standardization within the enterprise
The use of a certain material by a company mainly depends on its engineering being able to meet the needs of the company. In this case, because the manufacturer of the material is different, each manufacturer can have its own description of the material, so it exists for the company The description of the same material is inconsistent. At this time, all the materials used in the enterprise-wide process can only use the same description. This is a standard. The material database established on this basis is accurate for the company, which improves the versatility of materials and reduces the company’s inventory at the same time.
4. Correct guidance from the project implementation team
The members of the project team, including the managers or business backbones of each unit, are not only responsible for the implementation of the department’s business, but also coordinate their relationships with each other. In the staffing, there are backup personnel to ensure the normal implementation of the project.
All personnel are focusing on their own characteristics, maximizing their strengths and avoiding weaknesses, focusing on the goals of the project, making continuous progress. They are not afraid of fatigue at the critical moment of project implementation, and continuously work to correct imperfect data to lay the foundation for the successful use of the system.
At the same time, the project implementation team has undergone multiple tests and verifications for each plan formulated, as well as discussions between units, which provides a guarantee for the smooth progress of the specific implementation of the plan.
5. Innovative thinking
With the development of enterprises and the continuous entry of technology, some special or new situations will inevitably appear during the use of the system. The current plan needs to be adjusted. This use requires an innovative thinking and cannot be limited to the current plan or actual situation. The impact of the situation should be considered from the perspective of the enterprise; at the same time, there are plans that cannot be implemented at different stages, and they need to be verified at different time periods, because the plans that cannot be implemented in the previous stage may be able to be implemented in the later stages. Become an executable program, which requires that you should not be affected by previous thinking and constantly try new directions and methods.
6. Safeguard measures in implementation
1) Regard the implementation of the project as a full-staff project, and link the implementation efficiency and phased results requirements with the performance of individuals and departments:
a. In the initial stage, the timeliness and accuracy of data preparation are mainly used for inspection and assessment;
b. The effectiveness of the MRP plan and the real-time processing of the system in the later stage and the system are the focus;
c. At this stage, the goal is to further achieve cost control and assessment;
2) Combination of practical application of the system and continuous learning;
After implementation and formal operation, go to the site to learn about the situation in time, solve the problem, and according to typical cases, the project team personnel or consultants will conduct on-site training in a timely manner.
3) Standard operating procedures
The standard of operation and the management of business process are the guarantee for the realization of ERP. In order to improve the execution efficiency of relevant personnel, it is particularly important to formulate a complete set of operating procedures and business process management regulations, which also provides for the correct execution of the system. The measuring ruler also establishes the operation guide for the relevant personnel in the process of using the system, which is the manual for the correct use of the system.
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