| Expert Comments
Zhao Chunyu, Information Director of Daphne China Headquarters, Yongen Investment (Group) Co., Ltd.,
Wang Lei, Vice President of IDS Scheer China,
Luo Huahui, Consultant of Peking University Zongheng Management Consulting Company,
Lv Qiang, Senior Consultant
of AMT, The stingy boss finally signed the ERP software contract. Wu Cheng has been in the company for two or three years and has never seen the boss sign a contract in person. When Wu Cheng raised this question during a drinking party on the night of the signing, Chang Wen, the office director of the company, said that it was not right. The company's earliest equipment purchase of more than 10 million yuan was signed by General Manager Liu in person. That was the hen that laid eggs for the company. He only reviewed many of the subsequent contracts at most and authorized all of them to be handled by the vice president. This 800,000 yuan ERP contract was the second contract he signed in person in more than 10 years.
Before getting drunk, Mr. Liu toasted them both: "Xiao Chang, Xiao Wu, you must not be two-faced when you implement ERP in the future. I heard a teacher from Tsinghua University say last time that some companies failed because they could not take care of both sides. "
Chang Wen is also responsible for the company's ISO9002 standardization work. Mr. Liu patted him on the shoulder and told him: "We have been working on standardization for more than three years to achieve the current operating results. We must consolidate the informationization and cannot delay it! Chang Wen came to the company earlier, so you should introduce more to Xiao Wu in this regard." Wu Cheng smiled and nodded: "Yes, yes, there are many individual things in our standardization, and I need to learn more."
After Wu Cheng came back at night, he couldn't sleep. He had considered this issue some time ago. When he accompanied the people from the software company to do preliminary research, he was worried that in the future, if there were three skins - software, actual business processing, and company ISO standards, each with one skin, what should he do? The pressure on grassroots staff is very high.
Most of the employees in this clothing company have low education level, and the current process execution is so strict that grassroots managers have no time to take every record seriously. It has been two years since ISO9002 was certified. Every time there is a review, everyone is supplementing the records. Not long ago, several brothers were mobilized to help the director of the ironing workshop supplement the quality inspection records from March to April for inspection.
There is a set of processes that are actually effective but not formal, and the procedure documents also stipulate a set. Now that ERP is used to reorganize the business process, the software company may come up with another set. The business department must not rebel!
Chang Wen is the office director and has no time to go to the workshop to understand these situations in detail. But he knows that everyone hopes that informatization can help them reduce their work and improve efficiency. If there are more things, won’t it be more troublesome? In the reorganization of business processes, many program files and record forms must be reorganized. Chang Wen often uses the trouble of changing the version and page as an excuse to only change 1-2 times a year. If part of the process is completely electronic, how to deal with the records? How to coordinate paper media and electronic media? There are also software companies that often use "software is not soft" as an excuse to refuse to change the logic of ERP. What if there is a conflict with the ISO9002 standard?
Although there are many pressures on the information project, the company attaches great importance to it and many aspects will have high support. The problem seems not big, but it is very likely that there will be a conflict on this delicate and extensive issue. Wu Cheng is not very sure about this. Can the three skins be combined into one skin? What kind of difficulties will be encountered and how to deal with it? Who does ISO9002 and ERP cover? Who integrates with whom?
It is not coverage but coordination
. Can these "three skins" be effectively integrated? The implicit standard is: to maximize the overall interests of the enterprise and achieve win-win results for all stakeholders. Implementing the project according to this standard will inevitably encounter many difficulties, require a lot of work, and even make a lot of concessions and compromises.
The company is a social and economic entity with the purpose of making profits. In actual operation, the interests of all parties are complicated, and various management methods or means exist around adjusting these interests. ERP software, ISO9002 standards, and actual business processing are all these management methods and means, which are coordinated and contradictory with each other.
At the same time, the goals and starting points of the company's senior management, middle management, workshop workers, suppliers and other groups are different. Whether it is an information system or other management methods, they may fail when implemented.
Peaceful coexistence is likely
to greatly reduce the risk of project failure through effective benefit, risk and goal analysis and the formulation of effective project processes. Due to the different focuses and environmental impacts of various management tools, it is extremely difficult to achieve "perfect" integration. However, it is still possible to achieve peaceful coexistence and achieve the desired goals under realistic conditions.
Since the main goal of the ISO9002 standard is to ensure the consistency of product quality, the ERP system focuses on the effective scheduling and utilization of the company's resources, and the actual business operation is the result of a balance of interests between the standard and reality. If
there is a significant gap between the actual business operation and the standard, it means that the company has many problems. These problems must be clarified one by one. They cannot be generally said to be ISO9002 problems, environmental problems or ERP problems. At the same time, cost analysis needs to be done to eliminate the gap.
From this perspective, there is no question of which ISO9002 or ERP covers or integrates with which. In fact, many ERPs have quality management (ISO9000, etc.) modules, which should be the coordination of different functions.
Find a standard for the "three skins". Whether
the "three skins" can be effectively integrated, the implicit standard is: to maximize the overall interests of the enterprise and achieve win-win results for all stakeholders. Implementing a project according to this standard is bound to encounter many difficulties, require a lot of work, and even make a lot of concessions and compromises. Some of the most critical matters include:
First, confirm and analyze the expected project goals. This goal is not only the goal of ERP, but also takes into account the interests of all aspects, such as the boss's, middle-level managers', and employees' requirements.
The expected goal is negotiable, and ultimately a reasonable, achievable, and overall enterprise-oriented goal that can be tolerated by all parties must be achieved. For example, how to coordinate the ISO9002 standard with the ERP process, the maximum increase in workload, etc.
The analysis of the goal requires a clear understanding of which sub-goals are extremely important, which are important, and which can be abandoned; the resources that can be invested in these sub-goals (cost, time, etc.), the labor intensity that can be tolerated, etc. There must be a mandatory order for these sub-goals, and at the same time, there must be a clear standard to determine whether the goal meets expectations.
Secondly, formulate effective implementation steps based on the goals. As the saying goes, "You can't get fat in one bite", and the road needs to be taken step by step. According to the importance of the goals, the order in which they must be completed, and the resources invested, priority should be given to completing the core processes (tasks) that support the core goals, and the realization of auxiliary processes (tasks) should be driven by the core processes, that is, "the outline is clear and the details are clear", grasping the key points and solving the main contradictions.
Furthermore, do a good job of balancing and coordinating various conflicts. Since there are already standards in front, it is easier to determine which work needs to be added, which needs to be cancelled, and which needs to be adjusted.
In this process, we must make full use of the "value principle" and follow the principle of "maximizing the overall interests of the enterprise and win-win" for any needs, complaints, adjustments, etc. At the same time, we can implement them. Excessively detailed standards, data input, control or processes will lead to a large increase in the workload of staff, which is also the biggest resistance at the execution level.
Through careful value assessment of the processes and detailed operation in ISO9002 and ERP, and cost assessment of workflow changes, it can be implemented in categories (enforcement, suspension, cancellation, etc.) and stages (especially the skills and psychological factors in terms of proficiency in operation and understanding of the process).
Finally, the pursuit of large, comprehensive and perfect management is an ideal that needs to be gradually completed in actual business. It is most important to recognize the core processes and links of the business operation of the enterprise. Many business processes are only some auxiliary support, which can be attributed to the scope of "health factors". Excessive investment in "health factors" will cause the problem of excessive operating costs.
The most and most important resources should be invested in the core links of the core processes, which is the foundation of the enterprise.
Think before you act
. For this case, we should first consider what ERP is for? What is the standard of success? Where is the value point? Generally speaking, ERP is invested in the optimization, control, stable operation and reduction of resource waste of internal resources of the enterprise. Of
course, ERP's support for the market, customers and consumers can also be indirectly manifested. Due to the high labor intensity, low degree of automation and low cultural level of workers in the clothing industry, the implementation of ERP is more difficult.
The scope and level of detail of the goals are determined through a comprehensive assessment of the CEO's expectations, the management requirements of middle-level managers, and the tolerance of front-line employees. The level of detail of the ERP process also needs to be determined based on the tolerance of the business. |
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