Since the reform and opening up, the wave of economic globalization and the transfer of manufacturing industry to developing countries has made Guangdong a major manufacturing province, and the Pearl River Delta is also known as the "world processing factory". Vigorously promote industrialization, the secondary industry with manufacturing as the core has become the main engine of Guangdong's economy, and it has also created Guangdong's economic myth.
In July 2008, the Guangdong provincial government issued the Opinions on Accelerating the Integration of Informatization and Industrialization in our province, which is the first opinion on the integration of informatization and industrialization issued by provincial local governments since the 17th National Congress put forward the idea of "vigorously promoting the integration of informatization and industrialization".
The reason for issuing this Opinion is that industrialization and industrialization integration in Guangdong Province are actually facing many deep-seated problems, such as industrialization level, the gap between industrial labor rate and advanced developed countries, extensive development mode, high energy consumption per unit GDP, and low informatization level of small and medium-sized enterprises.
Facts have proved that accelerating the integration of informatization and industrialization is the best way to maintain Guangdong's leading position in the national economy.
Information brewing incense
Zhujiang Beer is one of the famous beer brands in China, and Zhujiang Beer Co., Ltd. has the largest single-plant beer brewing center in the world. Zhu Beer was founded in 1985, and its production capacity reached 50,000 tons that year. At that time, the production capacity of peers was only 5,000 to 1 10,000 tons. In recent years, Zhu Beer has achieved extraordinary economic growth by deepening the reform of state-owned enterprises and implementing innovative strategies. Among the national beer peers, the single brand sales volume of Zhu beer ranks second in the country.
Zhujiang beer can rank among the first-class beer brewing centers, and information construction has contributed a lot.
"Looking back more than a decade ago, the long-term extensive economic growth model caused three' contrasts' in the production and operation of Zhu Beer. That is, the contrast between the rapid growth of beer production and marketing and the serious decline of economic benefits, the contrast between the increase of investment scale and the low return on investment, and the contrast between the expansion of enterprise scale and the lag of management level. " Lin Yunqing, deputy manager of the Pearl River Beer Information Department, told reporters.
198 The profit of Zhu Beer decreased from 90 million yuan in197 to 35 million yuan, not including the potential loss of 277 million yuan. Moreover, while expanding large-scale production, the disadvantages of the original management system have also emerged. Because the management system is too bloated, there are too many management levels, the information communication within the enterprise is not smooth, the upload and release are not timely, and the important information is not delivered in place, resulting in slow decision-making or mistakes; Production, supply and sales are not coordinated, and the financial and material accounts between finance, inventory and production are inconsistent, and the number of bad debts and bad debts of enterprises increases; The management methods of manual account and stand-alone account of some businesses have obviously seriously affected the operational efficiency of enterprises, and the customer satisfaction rate has declined; Problems such as lack of scientific basis for cost accounting, difficulties in budget, control and after-the-fact accounting, and large inventory have gradually surfaced.
"The situation at that time was the boss's bill and the courier picked up the goods. How much of the warehouse is your own and how much is someone else's. " Lin Yun clearly remembers that an "information island" had been formed inside Zhu Beer at that time. "This makes us clearly realize that the original pyramid management model can no longer meet the needs of rapid development of enterprises and is difficult to adapt to fierce market competition." Lin Yunqing said.
In order to break through the bottleneck caused by the rapid development of enterprises and the relatively backward management level, after the strategic research of enterprise leaders, Zhupi decided to take the road of information construction, accelerate the reengineering of enterprise management process through information tools, and promote the improvement of management level.
At the end of last century, Zhu Beer implemented ERP project. After several years of development, this system has brought great help to the rapid development of Zhu Beer. "Taking ERP as a clue, the production scale of our headquarters has expanded from 50,000 tons to 6,543,800 tons in 2008, with an output value of about 4 billion yuan. The annual per capita output value is almost the first in the industry. "
Lin Yunqing told reporters that during the implementation of ERP, all members of Zhujiang Beer participated in the reform of the management system. Driven by the top management of the enterprise, all employees of Zhu Beer were mobilized to participate in the training, from the leaders of the group company to ordinary workers and even users. There is a saying in Bamboo Skin that "everyone should go to the floor except the system". The total number of trainees exceeded 65,438+0,500, and the participation rate of departments involved in ERP projects reached 65,438+0,000%.
Lin Yunqing told reporters that the first thing for Zhu Beer employees to go to work now is to start the system and confirm which product to produce. Sales receive goods according to orders, determine purchase plans according to demand, and assign production tasks. And each process has quality information to ensure quality. At the same time, real-time monitoring is a grasp of cost control, and the information of packaging recovery, movement and distribution at any time point can be seen in the system.
"After using the ERP system, Jubier achieved the goal of' two zero inventories', and achieved pre-budgeting, in-process control and post-accounting. The change of accounts receivable is the most obvious. Packaging loss is reduced by 30% a year, one-time loading and unloading is saved by 20%, and wine loss is reduced by 5%. " Lin Yunqing said, "In 2005, the computable balance reached 654.38 billion yuan, and the benefit brought by ERP was 654.38+0.2 million yuan."
It is understood that in the future, Jubil's information strategy will be divided into three steps. The first step is to establish a set of information system for the whole business process, realize the high sharing and integration of information within the enterprise, standardize management and straighten out the process, and realize the "three-stream" synchronization of capital flow, information flow and logistics. The second step is to better serve the management decision-making level, improve the response speed and adaptability of enterprises to the competitive market, and improve the competitiveness of enterprises on the basis of ERP system. Expand application system integration and establish a complete group information system. The third step is to establish a distribution center, implement supply chain (SCM) and customer relationship management (CRM), realize e-commerce and effectively improve the market service level of enterprise customers.
Make a makeover for the home furnishing industry
In all kinds of furniture brand stores in Foshan's vast furniture city, there is a small frontispiece with only a few computers in the room. When the customer comes, he just needs to sit in front of the computer and click with the mouse to choose a set of satisfactory furniture. This is Shang Wei Furniture Manufacturing Company.
In 2004, when Shang Wei was founded with 2 million yuan, Fu Jianping, the general manager of the company, spent all his money on the "round furniture sales forecasting system" instead of buying a set of processing equipment. Then, he founded two core brands, "Wei Yi" and "Shangpin ZJS", and successfully completed the investment promotion of 80 specialty stores. By the end of 2005, Fu Jianping had developed 300 specialty stores with a workshop area of 3,000 square meters. "Informatization is an opportunity for furniture enterprises in China and also for Shang Wei," said Fu Jianping.
The data shows that the furniture market in China is a huge market, and the annual consumption can reach 600 billion yuan. However, there are few large domestic furniture enterprises, with an annual output value exceeding10 billion yuan.
Fu Jianping believes: "This is mainly determined by the mode of production-putting furniture in the warehouse. The furniture industry in China is a completely competitive and extensive business. As a traditional industry, the entry threshold is low, imitation replaces research and development, and the production management method is primitive. " As a result, the furniture industry was deeply affected by the financial crisis.
"Most furniture companies stopped production a few months ago, because they couldn't see the later market and dared not put their products in the warehouse." Fu Jianping said. "But Shang Wei furniture can achieve real' zero inventory', get an order of one million yuan in three days and deliver it tomorrow, which other companies can't do."
Different from ordinary traditional furniture, Shang Wei furniture is not only fashionable in appearance and style, but also has a breakthrough in manufacture and installation. Fu Jianping introduced that Wei Yi furniture can save 30% ~ 50% of the decoration expenses of ordinary families. Customers only need to finish the ceiling and floor and tell the furniture designer the requirements. They will show the real scene through images through the computer system, and the time for making renderings is only 10 minutes. There are also different plates for customers to choose from. The utilization rate of general furniture materials is as high as 70%, which can reach 90% in Shang Wei. The real furniture is similar to what customers see.
"Our R&D center has a team of more than 60 people specializing in knowledge base, collecting more than 2 million popular units, and virtual manufacturing according to the decoration method. Customization is very simple, either in the store or at home. " Fu Jianping said.
In 2006, Fu Jianping invested another 8 million yuan to introduce round furniture design system, online order management system, bar code application system, mixed production scheduling and production process control system, and the factory area increased to 654.38+100000 square meters, and the two core brand stores of "Wei Yi" and "Shangpin ZJS" developed to nearly 600.
In the factory in Shang Wei, every processing link is processed according to the bar code information. There is a computer next to each production equipment, and the workers have realized "paperless" production. The CNC milling and drilling machining center and sorting and packaging inspection assembly line which are connected with the software have been successfully transformed, and the personalized design has been turned into standardized parts for processing. Three months after the system went online, the daily production capacity of the factory was four times higher than that before the system was implemented, and the delivery time was shortened from 30 days to an average of 10 days. The material utilization rate is increased from 70% to 90%; The error rate also dropped significantly, from 30% to 10%. With the advancement of paperless and Internet operation, Victor can save tens of thousands of yuan every month.
Nowadays, based on the continuous improvement of the new platform, Shang Wei Company is developing rapidly at the rate of 30 stores per month.
From manufacturing to creation
In June, 2008, the largest export contract of dry-type transformer in China was awarded to Shunte Electric, because Shunte just won the bid for a dry-type transformer project worth 770 million yuan in Dubai Hydropower Bureau, United Arab Emirates.
Shunte Electric Co., Ltd., located in Shunde District, Foshan City, Guangdong Province, was founded in 1988, and has now developed into a leading enterprise in dry-type transformer industry in China and a famous power transmission and transformation equipment manufacturer at home and abroad.
In the development of the enterprise, the management of Shunte Electric realized that there would be no scale and modernization without informationization. Informatization is an indispensable technical means in the development of Shunte Electric, and the application of informatization has been incorporated into the strategic planning and development of enterprises.
Especially with the rapid development of production capacity, the original design ability and development speed of Shunte Electric are getting lower and lower, which greatly restricts its own development, and the design lags far behind the production. "At this point, we can't treat headaches and foot pains. Simply increasing the number of designers will not solve the problem. We only have to seriously explore the reasons for the slow design ability and development speed of the factory. " Lai Jinhua, director of the computer center of Shunte Electric Co., Ltd. said.
After internal investigation, Shunte Electric finally found that the reason for the serious disconnect between design and production was that the designer didn't understand the production and inventory, the design change time exceeded the design time, and the designer spent much longer on fire fighting at the production site than in front of the computer. At the same time, the internal resources of the design department are not enjoyed, the information communication is not smooth, and the design is often repeated. Different people redraw many drawings for the same part just because the holes are in different positions. In addition, because all the materials stored in the reference room are paper materials, designers need to spend a lot of time inquiring about drawings, changing base maps, and even looking for and sorting out drawings. In addition, the traditional manual operation process of each department of the company has a long cycle and it is difficult to share data, so it is difficult to monitor the progress and quality of the project at any time. The sales department can't quickly respond to customers' personalized needs according to the existing products and enterprise standards, and the after-sales department can't search the relevant information of the sold customers in time, which affects the service response time and the accuracy of fault diagnosis.
Just as Shunte Electric was struggling to solve these problems, by chance, the leaders of Shunte Electric learned that there was a solution to the problems of CAD drawing management and the connection between CAD and ERP, which was PDM (Product Data Management). At that time, Shunte Electric had achieved success in CAD application, but a large number of electronic documents produced by CAD application were often stored in different places in different formats and media. How to manage the original data and change information in design and process, describe effective data with different versions, and how to ensure that personnel can obtain correct design information in time are bottlenecks that seriously affect the work efficiency of technical design departments and must be solved immediately.
After investigation, Shunte Electric introduced a PDM system from a French company in 2005, which was successfully implemented and put into use at the end of 2006. It adopts C/S structure and supports AutoCAD R 14, MSOffice2000, Pro/E200 1, Protel99se, ORACLE ERP system, CRM system and drawing distribution system. PDM system solves the management problems of a large number of engineering drawings and documents for Shunte Electric. Through data management in product life cycle, various systems such as CAD/CRM/ERP are integrated to solve the problem of internal information island, especially the information sharing with ERP system.
After the system is put into use, PDM system is applied to the company's design, technology, quality inspection, procurement, finance, market and other related business departments, and the work efficiency of product designers is significantly improved. At present, the number of drawings completed per capita has increased from 690 sheets/year in 2005 to 737 sheets/year, and the overall efficiency has increased by 6.7%.