Development and management concept of1MRP Ⅱ system
MRP ⅱ system is a management system, and the process of implementing MRP ⅱ in enterprises is a systematic project of computer-aided enterprise management consultation and diagnosis. Let's first analyze the development history and management concept of MRP ⅱ.
The development of (1) MRP Ⅱ system has gone through four stages.
MRP Ⅱ system originated from MRP (Material Requirement Planning) which mainly focuses on inventory control in 1960s, which is what we usually call small MRP. The basic principle of mini-MRP is to make a master production plan according to the sales forecast and the ordering situation, and then decompose the future product demand into parts demand plan according to the product structure by computer, and put forward the raw materials that the purchasing department needs to buy with the work instruction, so as to promote the production department to manufacture the parts and finished products of the products. In 1970s, small MRP developed into a closed-loop MRP system including production capacity planning and control, also known as MRP Ⅰ. In 1980s, MRP Ⅰ further developed into a manufacturing resource planning system (MRP Ⅱ) integrating production site control, sales and finance. In 1990s, MRP Ⅱ further developed into ERP+(Enterprise Resources Planning Plus) system, and now it is developing towards DEM (Dynamic Enterprice Module) and IRP (Intelligent Resources Planning).
MRP system was popular abroad in 1970s and 1980s, and was widely popularized and applied in China.
(2) The management concept contained in MRP Ⅱ system is generally applicable to manufacturing industry, and its basic processing logic is also completely suitable for China enterprises.
The basic principle of management is to plan, organize, lead and control the enterprise's resources in order to achieve the enterprise's goals. MRPⅱⅱ system contains a wide range of manufacturing resources, which is the general name of manufacturing and operating resources such as materials, personnel, equipment, capital, information, technology, energy, market, space and time.
MRPⅱⅱ system takes production planning as the main line, and plans, organizes, leads and controls the manufacturing resources of enterprises, so that the logistics, information flow and capital flow of enterprises become an unimpeded and clear dynamic feedback system, thus providing customers with satisfactory services and gaining the competitiveness of enterprises. In addition, MRPⅱⅱ system also integrates advanced management ideas and methods such as JIT, TQC and EDI. , support the cross-time and cross-regional management of multiple service outlets and multi-level warehouses of enterprises, and control the integration of management resources such as production, supply, sales, people, finance and materials in the transnational operation of enterprises.
The management idea, management method and management mode of MRPⅱⅱ system are generally applicable to manufacturing industry. Manufacturing enterprises can still apply the management concept of MRP ⅱ system to effectively manage enterprises without installing MRP ⅱ system software. For example, the essence of Hangang's experience, which is widely popularized in China metallurgical system, is the cost management system of MRP II system. With the help of the management concept of MRP II system, the market cost is decomposed into the objectives of all departments of the enterprise and implemented layer by layer to ensure the completion of the cost task. The management concept and basic processing logic of MRP Ⅱ system are completely suitable for enterprises in China.
2 the significance of implementing MRP system in China enterprises
According to the management concept of MRPⅱⅱ system, enterprises can be divided into five dynamic operation systems, namely, planning management system, job execution system, engineering management system, material management system and financial management system.
Practice has proved that it is of great significance for enterprises in China to implement MRP Ⅱ Ⅱ system:
(1) The application of MRP Ⅱ system can realize the breakthrough development of enterprises.
Since 1993, domestic successful manufacturing enterprises have a similar experience and method, which is worth learning, that is, using MRPⅱⅱ system to assist enterprise management, improve enterprise operation system and realize breakthrough development of enterprises. In Guangdong Province, for example, more than 30 enterprises, such as Warburg, Kelon, Midea, Kangbao, Panasonic Wanbao, Konka, Huawei, Colgate, Beauty Maker, Bumen, etc., have used MRPⅱⅱ II II system to provide services for their management.
(2) Establishing a new enterprise operation system with MRP system as the core can realize the transformation from manual management with information technology as the main management means to scientific management.
Establishing a new enterprise operation system with MRP ⅱ system as the core can effectively solve the collision and distortion between the original production-oriented marketing model and the existing sales-oriented operation model in the enterprise system, and can realize the transformation from manual management to scientific management based on information technology management. Promoting the application of MRP Ⅱ Ⅱ system in China by means of business process reengineering can rebuild the enterprise resources accumulated by manual management for many years, and thoroughly clean up the low-quality management problems covered by high inventory, long cycle and low productivity in China enterprises from the operating system. At the same time, improve the overall quality of enterprise human resources, and change the administrative management based on individual behavior into scientific management based on statistical analysis.
(3) The operation system of MRP Ⅱ system can ensure the sustainable development of enterprises.
The new management and operation system in MRPⅱⅱ system has become the core of enterprise replication and reproduction, which ensures the sustainable development of enterprise management expansion. For example, the foreign parent companies of joint ventures, such as Guangzhou Buniman, Panasonic Wanbao, Colgate, etc. When they entered the China market, they all carried the world-wide MRP system. Through the distribution, promotion, multi-workshop, multi-currency and electronic data exchange functions of MRPⅱⅱ system, enterprises make the whole multinational group implement integrated management, and the whole group obtains the operating performance data of each subsidiary in time through network communication every day, so as to control it in real time and enhance its international competitiveness.
Three Problems of MRP System in China
Many MRP ⅱ users in China agree with this statement: "We had hardware in the 1990s, software in the 1980s, systems in the 1970s, applications in the 1960s and management in the 1950s. If we only have a gap of 5 to 10 years with the west in technical equipment such as mechanical equipment, then our gap in management is 40 years. " This is reflected in the fact that MRP Ⅱ system has a completely different fate in joint ventures and state-owned enterprises in China.
MRPⅱⅱ system has been applied in China for nearly 20 years, with a total investment of 8 billion yuan. Up to now, there are about 1000 application enterprises, of which more than 70% are joint ventures. The joint venture company uses the operation system and management process of the foreign parent company, so there is no big and complete problem in the production of the enterprise, and most software vendors are willing to provide services for the joint venture company. Therefore, the joint venture can basically implement the closed-loop MRPⅱⅱ and multi-currency financial statement consolidation stage, and achieved the expected benefits in a short time; However, most state-owned enterprises in China are out of shape and stranded in the process of implementing MRP ⅱ system. 1July, 1997, I went to Shantou to inspect 1995 MRP Ⅱ II system introduced by Ocean Group Company. What I see is that the minicomputer AS/400, which the enterprise spent 2 million yuan to buy, has been vacant for three years after installing a professional operating system, and the staff of the enterprise information center has also been reduced from a dozen to four or five. Although the system has run aground, the enterprise still wants to continue to go to MRPⅱⅱ II II and continue to carry out information and network construction.
There are two reasons why China enterprises failed to apply MRP Ⅱ Ⅱ system:
3. 1 The enterprise has not formed the culture of MRP II, and the informatization construction of the enterprise has not developed synchronously with the investment construction of the enterprise, so there are inherent deficiencies in the growth of the enterprise.
Most leaders of foreign-funded enterprises have grown up with the development of MRP ⅱ system, and some are members of American Inventory Planning and Control Association. They deeply understand the principle and importance of MRP ⅱ system and integrate it into daily management. When establishing a new enterprise, they plan the investment and personnel arrangement of MRP ⅱ system. For example, Guangzhou Bunemen and Meizhuangchen's MRP Ⅱ system was established before the installation of machinery and equipment and the construction of factory buildings. As soon as the enterprise is put into production, it can realize the unification of logistics, capital flow and information flow. However, the factory directors and managers of state-owned enterprises in China have a limited and one-sided understanding of MRP ⅱ system, and ignore the construction of information system when investing in factories. Although they pay attention to the first in the process of implementing MRP ⅱ system, they cannot avoid the inherent shortcomings of the system. Enterprises must make great efforts to rebuild the enterprise resources accumulated by manual management for many years, which is equivalent to reshaping an enterprise in MRPⅱⅱ system and concentrating the essence of the enterprise in an information system, which is very difficult. In addition, the implementation of MRP ⅱ system not only involves the redistribution of political power of enterprises and the improvement of employees' work, but also involves complex management and coordination issues such as the status of information departments and the risk of information system failure. Therefore, MRP ⅱ system in most enterprises did not expand rapidly when it coexisted with manual system, and MRP ⅱ system itself did not grow synchronously when the enterprise grew rapidly.
3.2 There is a lack of MRP II consulting experts and compound MRP II talents in China, and the system lacks expert guidance and training, which leads to a long implementation period and high after-sales service cost.
(1) There are nearly 500 China management consulting companies in China. Most of them stay in instilling theoretical business ideas and general employee education and training. They don't use the management concept of MRP II system to assist the management consultation of enterprises like Andersen and other internationally renowned consulting companies, so they can't undertake the after-sales service project of MRP II, which leads to the high after-sales service cost of MRP II and weakens the ability of enterprises to bear additional investment.
(2) Some researchers of management theory have lost the tradition of investigation and research advocated by China, and are eager to introduce the popular western management theory without digesting and absorbing it and conducting long-term on-the-spot investigation and research on China's national conditions, and become the "setter" of western management theory, which makes entrepreneurs feel at a loss in the face of many advanced theories, and also misunderstand or even disagree with MRPⅱⅱ II system. The disjunction between scientific research and enterprise management practice makes it impossible to obtain operational guidance for the application of MRP ⅱ in enterprises, and also makes it impossible for domestic MRP ⅱ systems to be put on the market.
(3) The university education in China follows the system of planned economy era, which is compartmentalized and duplicated. The teaching of management information system in the School of Computer Application and Management of Institute of Technology lacks cross-departmental cooperation and communication, and the MIS course education of undergraduate, MBA and enterprise managers still stays in FOXPRO programming, lacking the actual MIS system for teachers and students to operate. As a result, the MRP ⅱ compound talents who know both computer and enterprise engineering management urgently needed by Chinese enterprises cannot be released, which also leads to the low quality of Chinese enterprise managers, and the school-enterprise interaction mechanism and mutual assistance effect fall into a vicious circle.