Enterprise resource planning implementation
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, further improve the system configuration and realize the smooth handover of the system.
Basic concepts related to ERP implementation
6. It's 6. 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 does it cost?
Q: What problem is your ERP trying 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. In this process, it is to accumulate knowledge and cultivate skills.
7. 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 skills and methods of project management, and constantly improve and deeply understand the implementation of the project, know what methods to use to promote the project, what problems to pay attention to at what stage, and under what circumstances to play the role of the top leader.
8.Can 8。 ERP improves efficiency?
Some enterprises say: after ERP goes online, the work efficiency has 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.
9. What are the selection criteria and evaluation methods of partners?
Whether it is an information solution and service provider or a related consulting service provider, enterprises should have certain selection criteria and evaluation methods to ensure the selection of suitable partners for information construction and application. To this end, we should focus on the following points:
1). According to the results of the preliminary investigation of enterprise informatization requirements and the related demand schemes formed by business process reengineering, determine the standards for selecting corresponding software solutions or services;
2). Consider the maturity of the solution or service;
3). It is also necessary to examine the familiarity of solution providers with the operation and management of enterprise business industries;
4). Also consider the growth ability of the provider.
For the selection of consulting service providers, the factors that need to be considered include: the industry experience and professional level of consulting service providers, and whether they are consistent with the long-term development strategy of enterprises.
10. Who owns 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.
ERP implementation risk
1 1. Why should the top management be aware of the risks of ERP projects?
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 necessary conditions for the success of ERP.
12. Why is ERP called a top-level 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.
Senior leaders' attention, expectation and participation in ERP system are mainly reflected in the following aspects: First, in order to ensure the success of ERP implementation, it is necessary to support the project to obtain the second priority position in the enterprise, which is second only to 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.
13. 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 ERP system, enterprises should objectively understand and evaluate the advantages and disadvantages of the new system, estimate the price and increased workload that enterprises will pay for it, make psychological preparations for positive adaptation, and reduce the operational inertia resistance to the lowest possible level.
14. What if the enterprise does not have professional ERP implementation talents?
Generally speaking, the implementation of ERP depends on the consultant of the manufacturer. After the project is implemented, the consultant will go to other projects. Enterprises need their own ERP implementation talents, and it is also a long-term work to improve their business processes. Enterprises generally do not have such professionals as ERP implementation consultants. After starting a large-scale ERP project, they either recruit software suppliers or manage software suppliers. At present, UFIDA Management Software College has been established, which provides convenience for customers to select ERP implementation talents.
15. where is the ERP implementation training?
There may be many institutions that carry out ERP training, but UFIDA Management Software College is recognized and authoritative in the industry. Its original management software application engineering major has independent intellectual property rights in the curriculum system and training methods, which has been recognized by higher education scholars and industry experts. Graduates are distributed all over the country, including UFIDA companies and large enterprises in major industries.