[China Packaging Network News] At present, the development of domestic flexible packaging companies is unbalanced, some of the benefits are good, rapid development, large-scale, innovative ideas of the company has long been on the ERP management system, good economic returns. Some companies do not have the conditions to blindly set up the management system. Since they think that with this system, the management of the enterprise will be able to take a new level, and it will create good economic returns, and there will be huge returns. Nothing is so good. In general, there are still some deviations and errors in the understanding of ERP in the industry.
Misunderstanding 1: ERP is equivalent to office software system
Some people think that the implementation of ERP is to spend money to buy a software system, that can be purchased like office software can be used, the ERP first as a software problem, and then is the management problem. This misunderstanding led many soft packaging companies to spend 90% of their ERP project budgets on purchasing full-featured ERP software systems, neglecting the training of personnel and the adjustment of system processes.
Implementation of ERP requires flexible packaging companies to conduct an evaluation survey of business and production processes on the basis of optimizing resources and process management. Optimizing the transformation and emphasizing the training of personnel is not the use of software system training but the change of traditional personnel and operations. Use the "centered thinking" and establish the concept of "resources and process management". If you do not invest enough resources to train personnel and do not reform the inherent business processes, no matter how good the ERP software is.
Myth two: small and medium-sized printing companies should not implement ERP
As ERP is first introduced by some large companies with good returns and achieved success, the implementation cost is relatively high, and many people have a wrong understanding; implementing ERP is expensive and SMEs cannot afford to pay.
In fact, for printing companies, ERP is not a patent of a large company. Its determinants of use are related to corporate management concepts, economic strength, and corporate benefits. There is no substantial relationship with the size of the company. Small and medium enterprises also have the ability to implement ERP. But if you want to get good results, the focus must be on strategy, people, and processes. Software is only one part of it. If you can do a good strategy + a good person (a person who has undergone necessary training) + a good process + a simple software, then the average SME can also implement this management system.
Misunderstanding 3: Extremeize the use value of ERP
At present, some companies cannot correctly evaluate the true value of ERP systems and exaggerate its use value. Either treat it as a panacea for all-embracing diseases and think that all corporate problems can be solved by implementing ERP, or that ERP is a tasteless, not much value. Both of these insights have exacerbated the return on investment for implementing ERP.
Many companies have little effect in implementing ERP. There are several main reasons for this: First, they use the wrong method and cannot catch the key. Many companies put their main resources into the acquisition of software systems, ignoring the overall corporate strategy, personnel training, and process transformation. Second, the person in charge of a company only pays attention to whether or not the subordinates will use it, and places themselves outside, thinking that this is completely subordinate. Can do the job: The third is to over-absorb and accept the software provider's advice, process planning does not combine their own actual situation, cut enough to fit the job, in the end not only failed to improve work efficiency. Also lost a lot of manpower and material resources for this.
Myth #4: Think ERP is something that pushes the team
Many people think that the company has established an ERP implementation team, so the promotion of ERP is the work of the ERP implementation team, and it is understandable that the ERP implementation team is responsible for the implementation. Some people even proceeded from the ERP management function and believed that the financial department should be responsible for it. These understandings are not comprehensive. In fact, all management personnel related to company resources and processes are responsible for ERP. Because the ultimate goal of the ERP system is to rationalize the resource allocation of enterprise management information through process reorganization and rational allocation of resources. To achieve this, only a continuous analysis of enterprises, process improvement, and resource reorganization will require the joint efforts of all employees involved. Therefore, every employee in the company has a certain responsibility for the success or failure of ERP implementation, but the responsibility is different. On the other hand, if all people are responsible for the same responsibility, it means that no one is responsible. It will inevitably weaken the sense of responsibility. Therefore, decision-makers or decision-making bodies must be responsible for the success of ERP.
Myth 5: I don't understand the function of ERP
The function of ERP is only at the level of inventory, logistics, finance, and accounting. It is even considered that the use of ERP only transfers the work of financial or warehouse management (although the company's warehouse management is not yet perfect) to other departments. This is Another misunderstanding of ERP.
Before enterprises use ERP, in order to meet management needs, some information statistics tables are often used, such as input and output rate statistics, sales schedules, sales schedules, and production schedules. These reports are often derived from manual statistics on daily operations. After using ERP, many reports can be generated directly from the system. However, due to the lack of understanding of the system by the demanders of information reports, two kinds of errors are recognized. : Either think that any report can be directly generated from the ERP system, or that some reports could have been generated directly from the ERP system (or generated by request), but the information report requester did not know (ERP implementation team can not know The management intent of the demander of the information report) is still obtaining information in the previous way. This result runs counter to the goal of using ERP.
Misunderstanding 6: Confused with other routine management
Many people think that the integration of enterprise logistics and cost management is ERP. In fact, the integration of corporate logistics and cost management is only part of the ERP. First of all, from a conceptual perspective, ERP refers to the effective control and management of internal resources such as manpower, equipment, and funds from the sales, production, procurement, and logistics of companies based on modern information technology. The internal integration of production and business activities and supplier's manufacturing resources creates a complete supply chain.
There are many companies that have introduced ERP to use it for data management of related resources. ERP has almost become a simple database application. In fact, the database is only a tool to help us manage the enterprise more effectively. Enterprise resource planning management must be based on a certain database, but the database application itself is not exactly ERP.
In short, whether soft packaging companies can go to this set of management systems must go through the misunderstandings, proceed from the actual conditions of the soft pack factories, conduct scientific analysis and judgments, and only subjective factors and objective actual organic combination, in line with objective laws, can make Enterprises have used this management system effectively and have produced good economic benefits.