First, the implementation of ERP
1.What are the stages of ERP implementation?
The implementation of ERP is usually divided into four stages: preparation, design, implementation and online support.
2. What are the main tasks in the preparation stage?
Implementation of office environment and office equipment such as computers, key users, overall planning, mobilization and start-up meeting.
3. What are the main artifacts in the design stage?
Business process design, current situation investigation, future process design, and determine the scope of customization work.
4. What are the main tasks in the implementation phase?
On the basis of system pre-configuration, each unit system is configured separately, but it must be approved by the headquarters; Design and complete custom programming, design and establish system user rights, conduct system testing, train lecturers and end users, conduct data conversion and trial file transmission, formal file transmission and system online.
5. What are the follow-up work?
Technical support after implementation. In order to ensure that the new system can support the daily business operation, solve problems and further improve the system configuration, the system technical support is provided after the system goes online to ensure the normal operation of the ERP system and the smooth handover of the system.
6. How does Sinopec Group carry out the overall planning of ERP implementation?
China Petrochemical Co., Ltd. and SAP, a German ERP software supplier, held a grand strategic cooperation agreement signing ceremony in Beijing on October 22nd, 2006. The company has made a five-year plan to gradually realize the world-famous enterprise resource management system (ERP) in all units of China Petrochemical Group.
7. Who are the implementing units of Sinopec ERP Phase I?
In 2002, Sinopec selected Jiangsu Petroleum Company, Zhenhai Refining and Chemical Company, Yizheng Chemical Fiber Company and Tianjin Petroleum Company as the pilot units of ERP Phase I, and the implementation template of the pilot units will be further extended to other units of Sinopec. These four companies successfully implemented the online ERP system and passed the acceptance.
8. What are the implementing units of Sinopec ERP Phase II?
In 2003, the pilot units were: Yangzi Petrochemical, Jiangsu Oilfield and Pipeline Company; The promotion units are Jinling Petrochemical, Changling Petrochemical, Hunan Petroleum Branch and Hainan Petroleum Branch. Petrochemical Pacific Century undertook the implementation of four units. Accenture undertook the implementation of three pilot units. Yangzi Petrochemical will be launched in March 2004, and other companies have successfully launched it.
Second, the concept of ERP
9. What is ERP?
ERP (Enterprise Resource Planning) is a software package composed of different functional modules. It adopts the latest achievements of computer and network communication technology, and is an operation platform and management information system aimed at planning various resources of enterprises and realizing the unification of logistics, capital flow and information flow. In ERP, many scientific and advanced management ideas have been fully embodied. It can be defined at three levels:
Management thought: ERP is a set of enterprise management system standards put forward by Garner Group Inc, a famous American computer technology consulting and evaluation group. Its essence is a supply chain-oriented management idea that is further developed on the basis of MRPII ("Manufacturing Resource Planning").
Software product: It is a software product that comprehensively applies the achievements of information industry such as client, server system, relational database structure, object-oriented technology, graphical user interface, fourth generation language (4GL), network communication, etc. And take ERP management thought as the soul; Management system: it is an enterprise resource management system integrating enterprise management concept, business process, basic data, manpower and material resources, computer software and hardware.
How did ERP develop?
ERP was first proposed by Gartner Group Inc in the early 1990s. At that time, the concept of ERP was only based on the development of computer technology and supply chain management, inferring the development trend and changes of manufacturing management systems in the information age. At that time, the application of the Internet had not been widely popularized. With the practice and development, ERP has a deeper connotation. Today's ERP system integrates information technology and advanced management ideas, and has become the operation mode of modern enterprises, which embodies the requirements of modern enterprises to rationally allocate resources and create social wealth to the maximum extent, and has become the cornerstone of the survival and development of enterprises in the information age.
11.What is the biggest feature of ERP?
Integration is the biggest feature of ERP. ERP is a highly integrated information management system, which can not only integrate the logistics and capital flow inside the enterprise, but also integrate the logistics and capital flow information of suppliers, their markets and customers outside the enterprise.
12. What are the advantages of ERP integration?
* Unique data source, avoiding the error caused by repeated input and other human factors.
* Data and data processing results can be enjoyed by all authorized personnel in real time.
* Information in the system can be queried by authorized managers through database technology according to actual needs.
13. What is the advanced concept in ERP system?
ERP, namely enterprise resource planning system, refers to the most advanced enterprise management mode and concept in the world. Its main purpose is to fully allocate and balance the resources of enterprises in all aspects, including people, finance, materials, production, supply and sales, so that enterprises can give full play to their full capabilities in the fierce market competition and obtain the best economic benefits.
14. How does ERP system improve the competitiveness of enterprises?
China has rapidly changed from a planned economy to a market economy. After China's entry into WTO, all enterprises are directly facing fierce market competition. The original management system of an enterprise can no longer adapt to the development of the new economic era, and the complex problems it faces can no longer be solved through a single link or hierarchical management. ERP system pays attention to the comprehensiveness and systematicness of enterprise management, the relationship between enterprises and the outside world, and supports global operation. At the same time, ERP can also enable enterprises to provide more services to customers at lower cost. The successful selection and implementation of ERP can effectively improve the efficiency of enterprise management, work and equipment, and realize the rapid transmission and sharing of information, so as to realize the overall improvement of management level and enhance the vitality and competitiveness of enterprises.
15. where is the outstanding performance of ERP system?
ERP allows user managers to easily customize each user's operation rights for each function and data. When the operator uses each function, the system automatically checks the operation authority to realize multi-level security control, which greatly improves the operation security and data security of the user system.
16. What are the technical advantages of ERP system?
ERP not only supports the transportation management and storage management of logistics system in function; It also supports on-line analytical processing, after-sales service and quality feedback to accurately grasp the pulse of market demand in real time; Multi-country, multi-factory, multi-language and multi-currency demand, supporting transnational operation; Support a variety of production types or mixed manufacturing enterprises, combining the characteristics of discrete production, assembly line production and assembly line production; Support the dynamic model change of remote communication, Web/Internet/Intranet, electronic commerce, electronic data interchange (EDI), workflow (business process) and the integration of information processing and other remote program commands.
17. Why is the universality of ERP system the key factor for its success?
ERP is an enterprise management system that turns ideal into reality, and it has wide universality. The system involves the management of people, finance, materials, production, supply, sales, forecasting, decision-making and many other aspects of the enterprise, including procurement, inventory, sales, production, finance, cost accounting, personnel management and business decision-making, after-sales service and quality feedback, and can accurately grasp the pulse of market demand in real time.
18. What are the commonly used ERP system softwares in the world?
At present, ERP system software widely used in the world includes SAP, BAAN, JDE, Oracle, PeopleSoft, QAD, etc. These softwares have been developed by summarizing the advanced management concepts and experiences of international industries for decades, and have been proved by the practice of many leading enterprises. The ERP system software of SAP Company was adopted in this ERP project in Hunan.
19. What are the basic functions of ERP?
Although the ERP software products at home and abroad are different in the applicable enterprise scale, software functions and technical architecture, their plans for ERP core business functions are basically the same, including: financial accounting; Management accounting; Sales; Logistics management; Production plan; Equipment management. In addition to the above functions, a typical ERP system usually includes auxiliary functions such as project management, investment management and fund management.
Third, the main concepts of BPR and its relationship with ERP
20. What is BRP?
BPR (Business Process Reengineering) was first put forward by michael hammer and Jim Champi in the United States, and reached its peak as a management thought in 1990s. It emphasizes taking the change of business process as the object and center, paying attention to customers' needs and satisfaction as the goal, fundamentally rethinking and completely redesigning the existing business process, and using advanced manufacturing technology, information technology and modern management means to maximize the integration of technical functions and management functions, so as to break the traditional function-organization structure. Establish a brand-new process-oriented organization, and realize the great improvement of the cost, quality, service and speed of enterprise management.
What is the core idea of 2 1? BPR？
The core idea of BPR is to realize the effective management of the whole supply chain.
22. What are the implementation principles of BPR?
* Realize the transformation from functional management to business process management.
* Pay attention to the optimal system thought of the whole process.
* establish a flat organization, that is, try to eliminate pure middle-level "leadership"
* Give full play to everyone's role in the whole business process.
* Integrate enterprise business processes for customers and suppliers.
* Use information technology to coordinate the contradiction between decentralization and centralization.
23. Why are BPR and ERP interactive?
First of all, BPR clears the process roadblocks for the successful application of ERP, so BPR can promote the smooth implementation of ERP; On the other hand, ERP is actually transforming BPR, and ERP software based on different architectures has different requirements and pertinence for BPR. The interaction between them can be described by "action and reaction".
24. What are the main modes of implementing ERP and BPR?
* First, business process re-engineering, then enterprise resource planning.
* ERP first, then BPR.
*BPR and ERP at the same time.
25. What are the advantages and disadvantages of "BPR before ERP"?
Usually, when an enterprise faces the pressure of internal and external environment and must make changes immediately, and the existing information system of the enterprise can still support business needs, it will take some time to establish a new ERP system.
The advantage is that there is a clear direction when establishing ERP system, but the disadvantage is that ERP system or existing information technology may not support the idea of BPR design.
26. What are the advantages and disadvantages of "ERP before BPR"?
Usually in order to achieve the immediate effect of process automation and information integration, it is expected that ERP system will gradually highlight the opportunities that need to be reformed in the process in the future.
The advantage is that the changes are small and easy to manage, but the disadvantage is that the benefits of production may be small. In the future, due to the needs of BPR, the modification of ERP system will increase.
27. Why do more and more enterprises adopt the mode of simultaneous BPR and ERP?
More and more enterprises adopt this approach, so that business processes can be referenced by information technology when designing, and can be used to guide the direction when information technology is established. The two complement each other, improving the chances of success and shortening the implementation time.
28. What are the main impacts of ERP system on enterprises?
The implementation of ERP system not only brings a new management information system to enterprises, but more importantly, it means the introduction of scientific and advanced management ideas and experience, which means the great changes in management concepts, organizational systems and management models that enterprises can't adapt to market competition.
29. How does ERP help the actual business?
* In product sales activities, you can read highly transparent product information online.
* Reduce paperwork, online processing and approval of purchase requests, purchase orders, maintenance orders, etc.
* There is no need to increase business personnel to handle the sharply increased business transaction volume.
* Management information can be established, queried and modified online anytime and anywhere.
* The multi-module integration function of *SAP system and accurate data effectively shorten the month-end settlement time.
30. What is the specific performance of ERP to help enterprises realize the "trinity" of logistics, capital flow and information flow?
Under the condition of unified data source, when any business impacts and the information of one of the "three streams" changes, the ERP system will update the relevant information of other "streams" in real time, so that the management information of the enterprise can be synchronized, consistent and complete at any time. So we say that ERP helps enterprises realize the integration of logistics, capital flow and information flow.
31.How can ERP help enterprises realize "three-in-one"?
The implementation of ERP system can help enterprise management to plan resources in the following ways and realize "three streams in one".
* partially or completely automate processes that used to require manual operation.
* Provide new functions to support the production and operation processes that could not be realized by manual operation in the past.
* Provide accurate, timely and complete information for managers, speed up the process of managing final accounts and improve the quality of decision-making.
32. How does ERP help enterprise decision makers to improve their management level?
* Help to improve financial information and strengthen financial control and management of enterprises.
* A new management mode is helpful for enterprises to realize the operation of the division.
* Introducing and adopting international advanced management concepts and models, and adjusting them according to China's national conditions and enterprise's specific conditions, can promote the rationalization and standardization of enterprise's main business processes and improve operating efficiency.
* Help to realize the real-time and accurate integration of production and operation data and information, reduce intermediate links and repetitive work, and avoid data transmission or human error. This will also help the management of the enterprise objectively and accurately evaluate the production and operation performance and improve the effectiveness of management decisions at all levels of the enterprise.
* Improve the general operation platform and management information platform of enterprises, thus forming the backbone and foundation of e-commerce operation (such as e-procurement, e-sales, etc.). ) and other online supply chain management solutions.
33. What are the benefits of ERP to every employee of the enterprise?
* Efficient and transparent enterprise management provides employees with a satisfactory working and development environment.
* Only the stable development of enterprises can certify the basic work interests of employees.
* Provide opportunities to train themselves to become compound talents.
* Business operation is more convenient.
* Unified and standardized business processes reduce work risks.
* In the past, manual processes were needed to realize partial or full automation to reduce errors in work.
Fourthly, the possible problems in ERP implementation.
34. Is ERP a software product?
Almost all ERP activities will encounter the following conversations:
Enterprise: "We want to go to ERP, which software do you think is the best?" How much will it cost? "
Q: "What problem does your ERP want to solve? Have you calculated the possible returns or benefits? "
Enterprise: ". . . . . . "
The fact is that ERP is not a software product, but a kind of knowledge transfer. The most important thing for an enterprise is to cultivate its ability to diagnose management problems, including the determination of enterprise strategy and information strategy, business process description, enterprise diagnosis method, demand analysis method and so on. All these require enterprises to actively participate in ERP implementation projects, and the process is to accumulate knowledge and cultivate skills.
35. What's the difference between ERP and ERP projects?
ERP and ERP projects are different. The former is an idea, and the latter is a real project. Ideas can be seamless and boundless, but the project is to invest limited resources in a limited time and achieve limited goals.
The senior leaders of many enterprises often confuse the difference between ERP concept and ERP project, ignore the project characteristics of ERP project, and set up ERP project with ERP concept, which leads to unclear project, great changes in project demand plan, repeated changes and expansion of input resources, and finally makes the project difficult and in trouble.
Therefore, we must master the self and methods of project management, and constantly improve and deeply understand the project implementation, know what methods to use to promote the project, what problems to pay attention to at what stage, and under what circumstances play the role of clapping hands.
36. Can ERP improve efficiency?
We will encounter such a sentence in some enterprises: "After ERP goes online, the work efficiency is improved, but the benefits are not obvious".
The benefit problem can be solved by implementing ERP system, but to achieve the expected goal, it is more important to learn to use the information provided by the system to solve the problem. Therefore, how to use the information provided by ERP system to solve management problems and ultimately improve efficiency and competitiveness is an easily overlooked aspect in ERP knowledge transfer.
37. Who is the owner of the ERP project?
Some enterprises mistake ERP projects for consultant projects. However, it is impossible for consultants to understand the enterprise deeply and make decisions for the enterprise. The main responsibility of consultants is to provide users with suggestions and technical support for management improvement and knowledge transfer.
Only when enterprises truly regard ERP projects as their own projects, cooperate closely with consultants and understand each other, can they give full play to the role of consultants and realize their own management changes and goals.
38. What is the cognitive risk of top management?
If the top management can't clearly understand the purpose and risk of ERP implementation, they won't inject enough resources (Qi Long is a staff member of the business department) into the project, put enough energy into all kinds of major decisions of the project, or create enough momentum for the operation of the ERP project, so that all employees can consciously prepare for management changes.
The profound understanding and strong support of the top management of enterprises is one of the inevitable conditions for the success of ERP.
39. Why is ERP called "first-hand project"?
The special role of enterprise decision makers in ERP implementation.
ERP is a management system that affects the overall situation. In addition, different immediate interests will be touched and influenced in the implementation process. Without the participation, authorization and coordination of the first leader, it is difficult to mobilize the overall situation. The attention, expectation and participation of senior enterprise leaders in the "number one" project of ERP system are mainly reflected in the following aspects.
First of all, in order to ensure the success of ERP implementation, we must support the project to obtain the second priority position in the enterprise, which is the second priority position after the normal operation of the enterprise. Secondly, the enterprise-wide resource allocation and scheduling. Third, make a decision on the change of business process. Fourth, formulate and implement reward and punishment measures.
40. How to overcome the operational inertia resistance formed by the business habits maintained by the traditional management system?
There are inevitably some essential differences between the old and new management modes. Managers of companies are often used to traditional mode management, and often understand, think and solve problems in a customary way.
The dynamic and exclusive management mode of ERP will inevitably change the way of investigation and the basis of business decision-making, making it difficult for many enterprise managers to adapt and have resistance to the new management system. Especially in the new management system, management points, workload and work intensity have increased relatively.
In this regard, before establishing an ERP system, enterprises should objectively understand and evaluate the advantages and disadvantages of the new system, estimate the cost and increased workload that enterprises will pay for it, and make preparations for active adaptation from the heart to reduce the operational inertia resistance to the lowest possible level.
41.What are the misunderstandings of human resources investment in ERP projects?
Many enterprises regard ERP project as an information engineering project of IT department or planning department in the early stage. The project team is usually composed of IT personnel who lack business background and decision-making ability and consultants who know little about the enterprise, without the participation of business departments who actually enjoy the project results. In this way, the work results of the project team are often not accepted by the business department, which leads to the extension of the project decision-making cycle.
This incoherent input of project personnel will undoubtedly lead to the extension of project cycle and the waste of overall resources.
42. Why is IT wrong and dangerous to say that "ERP is to implement a new set of software and ERP projects are only the business of IT departments"?
Some enterprises tend to think that ERP project is to implement a new set of software, and ERP project is only the business of IT department. As long as the business department makes its own needs clear, the rest will be ignored. This understanding is obviously wrong.
If the ERP project removes the shell of system software, its core is enterprise management. What is enterprise management? It is all aspects of the enterprise. Every nerve vein and corner of an enterprise has enterprise management. Therefore, the implementation of ERP should be the behavior of all employees of the enterprise, not just the behavior of a single department.
ERP project is not only the automation of process, but also the optimization of management mode and business process. Without the full participation or even leading role of business departments, it can be said that it is not an ERP project at all.
43. What is the "integration risk" of ERP?
For enterprises familiar with a single business system in the past, ERP system based on process and high integration presents them with new challenges: coherent process makes relevant departments have certain dependence. This can easily lead to delays and disputes between departments.
Enterprise change management and corresponding on-the-job training should make end users have a correct understanding and understanding of the impact of each operation in the whole business process on other processes, users and the whole system, and form the concept of the whole system.
44. How to overcome the resistance encountered in the transition from traditional operation process to computer technical support operation specification?
The data standards and specifications adopted by the new computer-aided management information system are consistent throughout the enterprise. At present, the traditional standards of general enterprises are usually relatively independent between departments. The contradiction between the two will usually cause great resistance to the implementation of ERP in enterprises.
The common phenomenon that some departments and employees can't accept is that in order to adapt to unification, what they think is a good historical standard is replaced by a set of strange things. To solve this problem, we must not only enforce unified standards and norms by certain administrative means, but also strengthen ideological education and mobilize the overall concept.
45. How to overcome the implementation resistance caused by personnel organization adjustment and changes in the nature of employees' work?
Due to the implementation and application of ERP system, it will inevitably bring about changes in the management system of the company, and the changes in the responsibilities, rights and interests of some related employees in the enterprise will cause certain obstacles to the implementation of ERP system.
For enterprise managers, in addition to cooperation by administrative means, it is also necessary to analyze the specific situation, and correct guidance is an important way to solve the problem.
For enterprise employees, it is necessary to correctly understand the opportunities and difficulties brought by ERP to individuals, and to analyze their position and role in the wave of enterprise ERP reform with a long-term and developing vision.
46. How to avoid long and untimely problem handling and decision-making?
Smooth communication can improve the efficiency of problem handling and decision-making. Because ERP implementation usually involves the relevant departments of the enterprise, not just the project team, internal communication is very important.
47. How to improve the retention of historical system data and how to switch between the old and new systems?
We should be fully prepared for the data.
Without accurate data, there is no successful ERP. Paying attention to data preparation from the beginning of ERP implementation project is an important factor to avoid implementation risks. Data preparation includes data collation, rule unification and data infusion. It is very necessary to clarify the data management organization and responsibility in the project.