Research on the misunderstanding of management con

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Research on the misunderstanding of management consulting and the significance of change in the implementation of ERP

the misunderstanding of the understanding of "management thought" in the implementation of ERP

"ERP contains advanced management thought", "ERP system integrates information technology and advanced management thought..." is the most exciting introduction that leaders of enterprises hear when they first contact ERP, but after the implementation is really completed, what advanced management thought does ERP have? What management ideas are really used in the process of enterprise implementation? I'm afraid even senior consultants can't say a thing or two. As a result, many enterprises feel cheated after ERP

The management idea of ERP system, from a large perspective, is a systematic idea, which brings all the resources required by the business process into one system for unified scheduling and effective arrangement. Because in the same tightening speed system that confirms the flat plate according to the diameter of the pipe, the data can be shared and constrained each other. From the micro level, ERP focuses on specific business links, such as the release and completion of workshop operations, goods warehousing and other basic businesses. The application modules in the advanced ERP system are designed according to the "best experience" in the industry, but they still have certain flexibility, and many management ideas can be realized in the system. For example, when an enterprise implements ERP, it can not only simulate the original manual operation of the enterprise, but also adopt the advanced methods in the industry benchmark enterprise to optimize the process transformation process. However, the benefits created after the implementation of ERP under the two guiding ideas are very different. At present, most ERP projects simply optimize the process with the help of IT technology, so that all businesses of the enterprise can operate in the ERP system, and the project is completed. Such ERP system only uses the tools of ERP, but it can't really use the advanced management methods of ERP to create the maximum benefits

the necessity of combining excellent "management ideas" in ERP implementation

in order to truly make ERP application produce better benefits, in addition to using ERP technology, it is also necessary to introduce advanced management theories, ideas and methods, and combine advanced management ideas with management technology, so as to most effectively improve the management level of enterprises. Of course, this puts forward higher requirements for consultants. ERP implementation consultants are not only technicians, but also managers. That is, ERP implementers should not only understand the system, but also the business of the enterprise. They should also be familiar with the excellent management methods applicable to the business operation, and flexibly apply the excellent management methods to the enterprise, so as to improve the management level of the enterprise and seek the improvement of benefits. Therefore, ERP project is not only a technical project, but also a management project. Therefore, in the process of implementing ERP, enterprises need corresponding management changes, that is, they need to do some process optimization, organizational structure, management system and management method changes. Only by combining the implementation and application of ERP with the reform of management methods can we create benefits for enterprises with maximum effectiveness

the significance of the change of "management thought (method)"

the four main elements of enterprise production: people, things (materials), equipment and methods. Assuming that the same people, materials and equipment are invested, and different methods are used for production operation and management, the benefits of output are different. The benefits of advanced methods can be output without increasing costs. Therefore, enterprise managers always want to visit and learn methods from industry benchmark enterprises in order to improve their own methods. The methods here include the operation system, standard operation, working methods, management chart, checklist and other contents, but what you see during the visit is limited. You only see the appearance of being affected by the continuous climbing of the RMB exchange rate, and do not know the specific details. The way to improve and improve methods by purely relying on your own touch is tortuous, and you will take many detours and pay more costs

from the perspective of management itself, management can be divided into three levels. One level is management theory, the other level is management practice, and the other level is the management technology and method between the above two. This level transforms the latest and applicable management theory into operable and executable management practice, and quickly introduces and applies the world's advanced, practical and mature management theory to the required enterprises, so as to improve their market competitiveness, The driver of this level is the management consulting company. Management consulting shortens the time for applying theory to practice, and plays an irreplaceable role in the development of enterprises and the improvement of their competitiveness. For enterprise leaders and managers, the support of management consulting companies can help them avoid detours in management, lead the development of enterprises with more systematic management methods, and jump out of the circle of empirical thinking to see problems

the most effective way to manage change is to hire senior management consultants to work with personnel from all departments of the company to improve management methods. As senior consultants, they generally have experience in more than 10 projects, and they have in-depth research and understanding of business management methods of different enterprises. If the more advanced management theories and methods in the industry are applied to the enterprise during the implementation of ERP, combined with the advanced technology of ERP, the management level of the enterprise will be greatly improved

typical cases of "management method" improvement

because the improvement of management method has improved the management level and efficiency of enterprises, there are countless cases. The following is a brief illustration of several practical schemes of inventory management, supply chain management, and production layout management from the perspective of general application in the manufacturing industry

ABC classified inventory plan management method: the classic 28 theory tells people that 20% of customers create 80% of profits, and the same 20% of inventory products need 80% of management energy. This figure tells people that not every type of product needs the same management attention in warehouse management. Under the condition of limited resources, we should pay attention to the factors that play a key role, strengthen the pertinence of management and improve efficiency. Under the guidance of the above management ideas, the classification management method is to classify the importance of products, identify a few items that occupy a lot of money, and focus on their management and control, while the relatively loose management and control of the parts that occupy less money. Generally, according to this principle, enterprises divide their products into three categories: ABC. For products with low value and small change in value, such as class C, a relatively high inventory quantity should be maintained to avoid shortage. For products with large change in value and large occupation of value, such as class A, the saved energy, time, funds and other resources should be used to focus on analysis and control, so as to achieve a large amount of reduction in inventory, reduce capital occupation, and establish a reasonable and optimized inventory structure

jit just in time inventory management method: at present, people pay more and more attention to the just in time (JIT) inventory management system. Many experts call this management system "Kanban" management. Today, I want to share with you some knowledge of metal material testing machine. Kanban management is to use cards as a control tool to transfer operation instructions, so that all links of production and storage can coordinate seamlessly with each other according to the instructions of card operations, effectively organize input and output logistics, and meet the needs of users, so as to realize the punctuality of the whole logistics process and minimize inventory reserves, that is, the so-called zero inventory. There are two basic forms of cards used in Kanban management: one is the picking (transfer) card, which fills in the name and quantity of the raw materials or components to be picked up for picking up goods from the previous process; The other is the production card, which is filled with the name and quantity of the parts to be produced. Each process is processed and produced accordingly for the next process. These two kinds of cards are transmitted back and forth between the upper and lower processes together with the storage boxes for storing materials or parts. The processing center of each process is equipped with two storage boxes a and B. box a stores the parts used in the previous process for the processing of this process, and Box B stores the processed parts used in this process for the next process. When taking the parts of box a for processing, take out the picking card placed in the box. After all the parts in box a are used up, according to the instructions of the production card of this process, use the picking card in box a and Box B filled with the processed parts to submit to the relevant management personnel, who will send the production card with Box B to the storage location for the next process. In this way, through Kanban, we can pull from the next process to the next process in turn, and coordinate the whole logistics link

The inventory management method combining JIT and TOC: the long-term goal of the enterprise is to pursue zero inventory, and the short-term goal of the enterprise is to find and improve bottlenecks. For the constraint link, we should set a buffer to solve it in the short term, and find the root cause of the problem and fundamentally solve the problem in the long term, that is, continuously reduce inventory through improvement. Enterprises use Kanban as a tool and means of production planning and control, because the application of Kanban can effectively inhibit the ordering, production or handling of too many parts, so as to avoid waste. At the same time, they can effectively grasp the progress of each link and find abnormalities. Constantly find bottlenecks 1 - set buffers - solve problems - reduce inventory - find bottlenecks 2 In the cyclic process, enterprises can gradually move towards the goal of low cost and zero inventory

Joint Managed Inventory (JMI): JMI is developed on the basis of AFR (aggregate forecasting and replenishment) and VMI (vendor managed inventor, VMI). AFR is a more traditional supply chain inventory management method, which requires customers to lead the management of their distribution centers and inventory. It is the most widely used method in the interaction of business and trading partners. The core data used for prediction mainly comes from sales historical data. AFR lacks integrated supply chain planning, which may lead to high inventory or low order satisfaction rate. VMI requires suppliers to participate in the management of customers' inventory. Suppliers own and manage inventory. Downstream enterprises only need to help suppliers make plans, so that downstream enterprises can achieve zero inventory and suppliers' inventory is also greatly reduced. VMI method can avoid some problems of AFR. Although it has many advantages, it lacks system integration and high dependence on suppliers. JMI requires both parties to participate in inventory planning and management. On the basis of sharing inventory information, both the supplier and the demander, taking the consumer as the center, jointly formulate a unified production plan and sales plan, and distribute the plan to each manufacturing unit and sales unit for implementation

jmi can be seen as the further development and deepening of VMI. By sharing inventory information, jointly formulating a unified plan and strengthening mutual information exchange and coordination, it is conducive to improving the operation efficiency of the supply chain and enhancing the cooperative relationship between enterprises. JMI increases the integration of plan execution in each enterprise, and can achieve significant results in consumer service level, inventory risk and cost management

Group Technology (GRO knows up technology from material mechanics): similar parts are divided into groups, and a special work unit is responsible for the production of these parts. It is different from transferring the work from the next department to another department and handing it over to professional staff. Figure 2 shows the difference between the two layout methods:

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