ERP successful case analysis--mitsubishi elevator

A brief introduction, case

Shanghai mitsubishi elevator Co., LTD. Is a Shanghai machinery &electric industry Co., LTD, Japan mitsubishi motors corporation, China machinery import and export (group) Co., LTD. And Hong Kong LingDian (group) Co., LTD, a joint venture of the elevator manufacture, business enterprise, more than 1770 employees, 2001 product sales RMB 3.1 billion.

From 1996 to now, with ERP is the core of the information management system has been gradually extended to transference of the main business process of mitsubishi. Years of ERP application, and the project of dying halfway enterprise, management and system two skins of the enterprise, and had just completed switch system is "wide hair negotiable hero 1" of the enterprise, compared to management information system of the mitsubishi dependence, as well as to the information awareness degree, reflect the time the accumulated mature mentality. They think that, from the point of view of the enterprise look, ERP is the biggest information system. As one of the main enterprise management method, the enterprise should not only build ERP system, and based on this form enterprise management information models, and constantly optimize the business process.

At first, mitsubishi vaguely created 200 demand problems, 90% of the demand of ERP is the standard function covered. Of course, management system and the enterprise existing system integration is also have to take into account. Mitsubishi choose R / 3 when, also is a textual research on the it and CAD/CAM of the system integration.

Management software can only support the most advanced contemporary thoughts of management. That year, mitsubishi choose R / 3 system, R / 3 haven't integrated customer relationship management, supply chain management, as well as the electronic commerce system, etc. But mitsubishi in these respects hazy management needs to maintain, must choose a new development, improving the concept of management software. They know there are not only to SAP software development ability, and the design of the system software design ability and management ability. Therefore, they think R / 3 is a can of the development of software. Mitsubishi's many people think, SAP to a certain extent, leading the their information management direction.

Mitsubishi people between 1996 and 2002 the practical work, use the ERP course can be divided into three stages, the first stage is the software in the implementation stage of the universal modular; The second stage is the enterprise special module in the implementation stage; The third stage is the use of the system has been implemented in pursuit of management process reengineering efficiency and benefit maximization stage. Mitsubishi people think, the real process reengineering must happen in the system module online later. This view obviously contrary to hear in the enterprise usually software selection before that must recreate process.

Based on this line of thinking, mitsubishi's process reengineering is like this: for those who hinder the process of software, and resolutely removed or change; And those who can "smooth", first "mix" in the past, to the system online, and then to focus on priorities change according to gradually. At present, they entered into the flow of the recreation of continuous phase. With the application of the computer system, not reasonable process appears gradually or were found. Even the business personnel would propose simple process reengineering request: "used the computer, why such trouble? Can't change?" And, apparently, the about of the enterprise business flow reengineering for optimization, it is difficult to rely on external power. The implementation of the mitsubishi his team began to play a role in this.

In order to guarantee the ERP project success, during the project before, mitsubishi first "very reluctantly give up what one favours" ring out those who cannot do link, this also is used in the development of their six years later, also in just 20% of R / 3 one of the causes of the function. Can't do reason, mainly because the foundation of the enterprise data not standard, basic management is not standard. Mitsubishi's ability to plan is a beginning to be give up one of the module. Facts prove, around the module is smart, or is likely to cut off the next process, which eventually led to the failure of the system. Now, with the continuous improvement of the foundation, the modules can be reconfigured into the system.

Second, successful cases evaluation

1, selection of success.

ERP system from online beginning, start from scratch, then gradually chain reaction touch related management business, it is a continuous process. This process has been walking, has no end. So enterprise in the beginning of the selection should be some planning, consider post-implementation ongoing continuous implementation and related technology and management consulting. Mitsubishi elevator in the system at the beginning of the online, its definition for his "life partner", is advisable.

2, choose proper, high quality system consulting services.

Because of ERP software is a big system, enterprise often only one part of function, mitsubishi 02 year only 20% of them also. For most needs to be developed function, start to enterprise not may also have no all necessary to master. So with the depth of the application, the project implementation of the technical consultation indispensable. In addition, management software also involves the management process problems, from the point of view of system look, what kind of flow the most reasonable, the perspective from which to advance, the demand analysis how to, how to coordinate with the business personnel a series of problems, such as people on the system not familiar with impossible to give the best answer, so also need professional management consulting.

In such a long-term implementation process, good communication, response quickly, uninterrupted is including mitsubishi, all users to the expectations of the consulting service. Obviously, only local service team, can well satisfy such expectations. Therefore, in the choice of management software, especially choose foreign software, localization service must emphasize.

3, main body consciousness clear implementation.

If will measure the success of the project in 100 points for standard, then from selection to purchasing system, can only account for 10 points; The enterprise in the system the process go, can get 20 ~ 30 points; In business that everyone can use the system, this just after passing line, to 60 ~ 70 points level; And the last 30 points, need to use this method to reform the system not reasonable flow, adding new management contents to make management efficiency is higher. From mitsubishi's point of view, the key is 30 points behind, the implementation of the system implementation and follow-up. This is they achieve comprehensive and efficient, and standardized management purpose of the key link, therefore, this 30 points work should be mainly in his own power.

Popular a kind of view, let the enterprise not familiar with the ERP to professional IT company to implement, implement the risk of failure is let IT company to undertake. In fact, this is not a wise risk prevention methods. First of all, this method from a subjective weakened enterprise and implementation of company with strength, in addition, the system becomes the implementation and application of the follow-up, the enterprise may not lifelong binding foreign consulting. At the same time, because of foreign consultant management authority restriction, no ability is very good coordination within the enterprise of the complex relations between business process optimization. Some implement company general manager himself to the service enterprise informatization trengthen the competent, also it is because these reasons necessity. But, if the implementation of the customer more than one, that it is not the general manager of the executive member?

The starting point of the ERP application, decide the ERP implementation of consciousness. Those who see the ERP as deck appearance of the enterprise, or for the ERP unclear knowledge of the enterprise, or because some pressure forced to choose ERP enterprise, will only make it as a short-term project to do, the system a online, he declared to have done it. The real ERP as enterprise information management infrastructure and independent puts forward to the needs of enterprises, will see it as the business operation support lifelong project. Therefore, they naturally set up the project master consciousness. In the project started, mitsubishi to SAP specifically expressed a: project implementation failure without SAP assume responsibility, SAP's duty is very good cooperation with them, through the prophase project implementation, and help them training team. In the project implementation, mitsubishi always emphasized that subject position. Responsible for project implementation information management in the system as the enterprise will becomes the management functions exist for a long time. Therefore, the project will through the project influence, and have three kinds of quality: the first, familiar with related business; The second, with modern management knowledge; Third, very good information technology background. Based on the guiding thought, mitsubishi ERP implementation for the first phase, mainly with SAP project manager is given priority to, mitsubishi in financial, sales and production plan and material management module have sent a person for learning and cooperate. Do the second phase of the project, the implementation of the role transformation has happened to mitsubishi's team is given priority to, the SAP project manager only plays the advisory function.

4, the real process reengineering happened in the system module online later.

Mitsubishi for "the real process reengineering happened in the system module online later" explanation is that enterprise needs rebuilding of process is divided into A, B and C 3 kinds. A kind of process that is originally the unreasonable process; B kinds of process in the system is not before reasonable process, but the system can't support, if don't change, the influence of system; C process is already exists, the system can support, but do not get the best effect of the process. Mitsubishi think before the selection process reengineering apparently can only take out or modify A, B two kinds of process, and the enterprise need optimization is C process. If the first two as the informatization process engineering, then put the process reengineering watch too simple. The third kind of process reengineering can't be in before the selection, because the system did not online before operation have been hard to find, so that the flow of the consulting staff in prior to the implementation of the system could not find, and no system rely on, this kind of reengineering can also. At the same time, this process reengineering can't in the implementation of the module, or modify repeatedly will affect implementation schedule. Mitsubishi think module of maximum goal is implementation for the shortest time come online. Do not affect system forward of C process, can put in line to go after optimization reconstruction.