1. The change of management concept.
① The implementation of ①①ERP system is not only an IT project, but also a management project. However, the top managers of most enterprises are not aware of this. They just regard the application of ERP system in enterprises as a technical activity, and think that the implementation of ERP system is a purely technical problem, which is the task of technicians and has nothing to do with managers. Therefore, they entered a misunderstanding when choosing and implementing the system. When choosing the translation system, only the technical director is in charge, lacking the participation of senior managers and business directors. Only the technical department is responsible for the implementation of the system, lacking the active participation of managers and business personnel. The person in charge of the project is the leader of the technical department, and the senior management personnel, especially the senior leaders of the enterprise, failed to personally preside over and participate in the implementation of the system.
②ERP system brings not only a set of software, but also a set of brand-new management concepts. Before preparing ERP system, enterprises should fully realize that the implementation of ERP system will inevitably impact the original management ideas and models, styles and habits, procedures and methods, as well as the relationship between responsibilities and rights and organizational structure. Only by deeply understanding, digesting and absorbing new management ideas and applying them in combination with the actual situation of enterprises can we give full play to the benefits brought by ERP system.
Many enterprises want to go to ERP system, but the top managers of most enterprises don't realize that the implementation of ERP system must realize the change of enterprise management at the same time. When the ERP system is implemented, it only needs to simulate the operation of the enterprise, but only computerizes the original management mode, which is an important reason for the unsuccessful application of the ERP system. Therefore, when implementing ERP system, enterprises must promote the change of management concept at the same time. In a sense, this is the most critical factor for enterprises to successfully implement ERP system.
2. Enterprises must be clear about their own needs and implementation priorities.
① From the overall and strategic perspective, analyze the differences between enterprises and main competitors, find out the main factors that affect the competitiveness of enterprises, find out whether these factors can be solved by ERP, and what kind of competitive advantage enterprises hope to establish in the market through ERP system.
② We should not only consider the long-term development of the enterprise in the future, but also analyze and find out the most urgent problems to be solved. For the problems that enterprises can solve through ERP system, they should also give priority to the implementation in stages, and work out the overall goals and stage goals.
(3) Analyze what aspects of the existing workflow of the enterprise fail to respond to the market demand quickly, which is inconsistent with the overall goal of the enterprise, and what adjustments and reforms are needed.
④ When considering the specific functions of ERP software, we should analyze the production environment and production type of the enterprise, the requirements of the organizational form of the enterprise for the software, and the special requirements of the enterprise characteristics for the software functions.
One of the important reasons for the low success rate of ERP system implementation in Chinese enterprises is that their own needs and implementation priorities were not clearly defined in the early stage. Many enterprises have misunderstood the ERP system and failed to establish correct expectations, thinking that the ERP system is omnipotent and can solve all the problems existing in enterprises. Therefore, before deciding to establish an ERP system, they did not analyze the needs of enterprises, did not know the problems existing in enterprise management and the seriousness of these problems, and did not know how to solve these problems through ERP system and the goals they wanted to achieve in management.
3.3 implementation. ERP system must have the participation of management consulting experts.
The implementation of ERP system is not only an IT project, but also a management transformation project. We need not only technical experts who are proficient in software product development, but also management consulting experts who are proficient in management theory, methods and practice. Software concurrent vendors pay attention to technical solutions, and management consulting experts pay attention to management solutions. Only by organically combining the two can we promote the successful application of ERP system in enterprises.
The implementation of ERP system must have management consulting experts to provide consulting, guidance and help for enterprises. Specifically, before preparing to implement ERP system, enterprises need to ask management consulting experts to help enterprises conduct research and demand analysis, diagnose the weak links and core problems in enterprise development and management, analyze what kind of management and management software enterprises need most, and train employees on management awareness. During the implementation of ERP system, enterprises need to ask management consulting experts to help them redesign their business processes, adjust their organizational structure, and adopt a set of standardized implementation principles and methods to strictly organize and manage the project implementation process.
4. The choice of software should be based on managers.
The correct choice of system type is the decisive factor for the system to play its full role. When choosing software, enterprises should take management as the center and start from the strategic needs of enterprises, and match the actual needs of enterprises with the software system well, so as to choose the ERP system that suits them. However, because many enterprises only regard ERP system as an IT project in concept, in the process of software selection, technicians are the main body rather than managers, and often pay too much attention to the advanced nature of software, ignoring the problems existing in enterprise management and whether the software is suitable for the actual needs of enterprises. In addition, when choosing software, they lack clear overall selection objectives and implementation expectations, and do not distinguish the importance of different management business requirements. No more consideration is given to the choice of software by each department, and less energy is spent on how to use ERP system to solve the key business problems of enterprises, which leads to the incomplete matching of the final software.
The implementation of the system brings difficulties.
5. The organization of the implementation team must be in place.
The implementation of ERP system is a huge system engineering, involving management and technology, and the workload is very large. In order to ensure the smooth implementation of the project, we must first implement it organizationally, that is, set up a project leading group (referred to as the leading group) and a project implementation group (referred to as the project team). The leading group is mainly responsible for formulating the priorities of the plan, the overall scheme of the system, determining the enterprise management reform scheme, rationally allocating resources, making decisions and formulating policies on major issues, organizing and coordinating the relationship between departments, and solving the problems that the project team cannot solve in the system implementation. The top leaders of enterprises should personally serve as the leader of the leading group, which is the so-called "top leader project". Only the "number one" personally presides over, participates in and guides the implementation of the system, and mobilizes all employees to participate, can we overcome the difficulties in implementation and achieve success. It must be pointed out that "No.1 Project" is not the name of "No.1 Project". It only relies on technicians to promote the implementation of the system, but requires the top decision-makers of enterprises to actually invest in the implementation of the system.
Project team is responsible for the implementation of the system. The group is mainly composed of managers inside the enterprise, business backbones and technicians of major business departments and professional consultants outside the enterprise. The project team leader should be the senior leader of the enterprise, with sufficient authority and coordination ability to coordinate the work of various departments in the implementation of ERP projects. The person in charge of the project can't be a dummy, he must devote himself to the implementation of ERP system and be really responsible for the project implementation. Several of his key assistants have to leave their original jobs, and 100% is devoted to ERP project implementation.
It is worth noting that because many enterprises regard the implementation of ERP system as a technical work, there are misunderstandings in the organization of the implementation team, and they think that this is a matter for the technical department, which should be fully responsible for it. The members of the project team are mainly technicians, and the participation of relevant managers and business personnel, especially senior managers, is far from enough. It is difficult to implement the project and promote it.
6. The implementation of 6.ERP system also requires business process reengineering.
The information of ERP system has achieved minimum redundancy and maximum enjoyment. Using unified database and integrated information system in electronic medical records can complete the traditional work that requires several steps or departments at one time. Therefore, in order to successfully apply ERP system in enterprises, it is necessary to redesign and optimize the business processes of enterprises, remove redundant and ineffective work links, ensure that enterprises have a scientific and standardized business process and management foundation, and adjust the organizational structure of enterprises accordingly on this basis, realize flat management, and improve management efficiency and quick response ability to customers.
Many enterprises lack a clear understanding of the necessity of implementing business process reengineering when implementing ERP system, and only require the function of ERP system to adapt to the original manual business processing flow and working mode, without reforming and adjusting the original management mode, management method, business process and organizational structure. In this way, it is difficult to give full play to the functions of ERP, and it is also difficult for enterprises to achieve the purpose of improving management level and overall quality by implementing ERP system.
At the same time, business process reengineering will inevitably involve the re-division of departmental functions, the adjustment of post responsibilities, the redistribution of power interests and other issues. The new management method puts forward higher requirements for the quality of personnel, causing job crisis for some people, and then causing resistance to project implementation. If the enterprise can't handle these problems properly, it will bring unstable factors to the enterprise, which is the difficulty in the implementation of ERP system (from the network).