【观点】弯路与对策：一家集团化汽配公司的信息化建设忠告

写在前面：本文系采访该集团公司项目组代表所记录，确实中肯，分享给大家，但涉及企业IPO，不便透露企业名称。直奔主题：

一、需求调研阶段

1、没有体系化的规划集团信息化

弯路：我们公司非常重视信息化建设工作，业务初期以业务驱动为主，统一规划难度大，从总部到分子公司基本都具备了一些信息化基础。但是由于分步建设，导致信息化建设缺乏体系，子公司信息化系统不统一，有用友U8\T6，也有金蝶K3或自主开发，这对系统打通工作带来了很大的难度。 CXO UNION-CXO联盟（cxounion.cn）

对策：实施过程中，其中一个子项目目标就是全部子公司ERP应用标准化，统一到用友U8平台，第一阶段实现财务业务一体化，对于已经应有U8的企业，尤其是应用到生产的企业，进行二次优化实施，并且选取了两家公司作为试点单位，同步使用PLM，实现设计制造一体化，同时作为子公司信息化建设样板及示范。

2、业务经营过程缺乏集团化管控设计

弯路：我们总部使用NC系统，子公司采用其他系统，虽然在财务供应链等领域实现了工作手段信息化，但是从总部很难看到子公司的经营情况。

对策：实现了NC和U8的集成，并推动权责发生制在集团的落地，实现财务业务同步管理，业务经营过程实现透明化和标准化，总部可以很清晰的看到子公司的经营全过程，经营数据的准确性逐渐改善。

3、未考虑结构调整对ERP的影响

弯路：当erp成功运行，所用的ERP软件流程却已经定死了，企业内部为了适应市场变化，开始发生重大的机构调整。但是企业高层在调整的过程中，更多关注企业的生存，企业经营的合理化和利润最大化，没有考虑ERP等信息化项目，导致系统无法继续运行，只能暂停项目，使用项目的部分功能。

对策：ERP选型的平台需要可灵活的调整，同时在公司结构调整时让信息化部门参与，评估调整在系统层面是否能落地，及时做出应对调整。 CXO UNION-CXO联盟（cxounion.cn）

二、实施交付阶段

1、主数据平台的三上三下

弯路：我们的主数据系统，第一次导出原来数据，按照新模板套，未做数据检查；第二次不按照标准格式填写，顾问无法将数据导入；第三次未集中办公，各业务部门整理的数据有标准有差异，三次整理的数据都不可用。

对策：各业务数据整理人员，要按标准模板整理数据，顾问给各业务数据人员培训，掌握数据查重技巧，必选项不能缺少，对数据的质量要保证；集中办公有问题提出来，大家一起解决。

2、 BOM不和图纸实物核对

弯路：BOM的配方、工艺路线没有和图纸核对，导致需要的物料没有及时采购，加工工艺未按要求加工，零件干废了，重新采购影响交期。

对策： 输入系统的BOM和图纸核对工作建立审核机制，只有通过审核的数据才能进入系统。数据准确性和该岗位的绩效挂钩。

3、甩手掌柜，不是全员参与，就靠几个人

弯路：大家未按照蓝图设计的项目组织结构在管理，上线过程中就安排了几个文员推进，对应的人员不配合，相关部门领导都未参与，需要领导决策的事项无法处理，参与的人员也不想做（觉得做好做坏都一样），特别是没有标杆工厂的企业，更需要能调动资源的领导参与决策。

对策：各管理部门负责人要全程参与本部门相关系统活动，顾问给出的处理建议，相关的领导讨论下能定下来就定下来，不能就将问题升级，到解决为止；每周开系统运行会议，会议要有问题—解决方案—执行责任—直到问题关闭；对应不配合的人员做调岗处理。 CXO UNION-CXO联盟（cxounion.cn）

4、系统上线了，要有人管系统；要用系统去发现问题，不能系统实际两张皮

弯路：系统上线了，没有人管理，系统和实际两回事，中高层对系统数据不信任，分析的数据都是系统数和手工帐的合并，这很致命，说明各部门领导明知道本部门的系统操作有问题，不想着改进提升，就这样吧。

对策：要无条件信任系统，有问题可以提；经营分析只看系统数据，集团成立信息化+财务审核团队，对各子公司不定期审核，审核内容就是指的系统考核参数是否及时有效的输入系统，决策层对审核结果在高层中通报；子公司要成立信息化+自动化+精细化办公室，由物流+质量+生产+IT组成专项小组，天天检查制定的各项指标达成情况，为什么没达成原因分析，如何提升？对系统数据的准确性要有一套管理制度，和岗位KPI挂钩，例如仓库未及时收货一件扣10元。

5、培训考核是全员的，部门主管不知道部门人员需要在系统操作什么单据

弯路：只培训了部门的关键用户，部门其他人员没有培训，部门关键用户也为将转训做好，导致能熟练操作的只有关键用户，其他人员数据交由关键用户输入，该人员请假，对应的使用模块就瘫痪了，同时部门主管和关键用户间的沟通是在同一频道的。

对策：分层级培训（员工，主管，中层）并考核；各部门自己写操作手册；每半年复训；纳入考评；中层以上，含副总，会在系统做单据和查询对应的报表。 CXO UNION-CXO联盟（cxounion.cn）

6、蓝图外新业务问题

弯路：新业务的产生，只考虑了产供销，没有考虑财务做账，导致月底财务结账出现各种问题。

对策：ERP项目，需要财务全程参与，各环节在财务端如何记账要符合公司管理口径，体现公司业财一体化的管理。

三、上线后的维护阶段

上线成功≠成功上线

弯路：结合实际，项目建设单位对上线后主要风险点进行识别并制定应对措施。

• 手工票的管控是否能达成24小时更换？
• 主数据的申请及维护能否提前72小时申请，满足生产需要？
• BOM的一致性能否制造、采购、财务、班组确认（零件名称、数量、路线、零件号）？
• 存货档案属性的维护，主要是计划价格能否在规定的时间内确认完毕？
• 单据录入的及时和准确，能否达成日事日毕，数据是否一致？
• 计数，帐卡物一致性有哪些保证措施？
• 是否按照标准流程处理日常业务？如何考核？如何监督？
• 手工订单的关闭如何走流程？关闭之前数据如何处理？
• 是否全员参与？还是仅仅就是项目组几个人的事情？
• 消耗定额是否准确？是否经过实地验证？还是纸上谈兵？
• 业务场景与蓝图差距是否识别完？是否有没有覆盖到的业务？
• ……

对策：这些问题都是可以落实到体系中去，要解决好体系运行的软件问题。始终用制度、流程、标准来推动公司治理法治化，个人能力组织化，经验管理科学化，上下都要养成尊重制度、遵守流程、执行标准的习惯，要习惯遇事不看人看规定、不找人找制度。

公司每项措施出台后，干部都要自问：各项举措是否落实了？落实效果如何？是否及时跟进和优化？是否有跟踪反馈？我的工作完成的怎么样？我们倡导做事文化，做事中没有结果的做事等于没做。每一个领导干部都对自己和结果负责，决不允许出工不出力，务虚不务实。 CXO UNION-CXO联盟（cxounion.cn）

===感谢这位亦师亦友的领导===

结尾处，该领导表达：我们决不要没有利润的虚销售，更不要没有现金流的假利润。要坚决杜绝只有报表利润，没有现金流贡献，严防靠增加库存、增加应收换取的虚假利润。宁可数据不好看，也不要假报表。

翻译：

Detours and countermeasures: Information construction advice of a group auto parts company

Write in front of: This article is an interview with the group of company project team representative records, is indeed relevant, to share with you, but involved in the enterprise IPO, not to disclose the name of the enterprise. Get to the point:

First, demand research stage

1. There is no systematic planning group informatization

Detour: Our company attaches great importance to the information construction work, the initial business is mainly business-driven, unified planning is difficult, from the headquarters to the molecular company basically have some information foundation. However, due to step-by-step construction, resulting in the lack of information construction system, the subsidiary information system is not unified, there are users U8\T6, but also Kingdee K3 or independent development, which has brought great difficulty to the system to open up work. CXO UNION-CXO联盟（cxounion.cn）

Countermeasure: In the implementation process, one of the sub-project objectives is to standardize the ERP application of all subsidiaries and unify it to the UFyou U8 platform. In the first stage, financial business integration will be realized. For enterprises that already have U8, especially those that are applied to production, secondary optimization will be carried out. Realize the integration of design and manufacturing, and serve as a model and demonstration of subsidiary information construction.

2. Lack of group management and control design in business operation process

Detours: Our headquarters uses NC system, and our subsidiaries use other systems. Although we have realized the informatization of working methods in such fields as financial supply chain, it is difficult to see the operation of subsidiaries from the headquarters.

Countermeasures: Realized the integration of NC and U8, promoted the implementation of the accrual basis in the Group, realized the synchronous management of financial business, and realized the transparency and standardization of business operation process. The headquarters could clearly see the whole operation process of subsidiaries, and the accuracy of business data was gradually improved.

3. The impact of structural adjustment on ERP is not considered

Detments: When erp is running successfully, the ERP software process used is already dead, and major organizational adjustments begin to occur within the enterprise in order to adapt to market changes. However, in the process of adjustment, the senior management of the enterprise pays more attention to the survival of the enterprise, the rationalization of business operation and profit maximization, and does not consider the information projects such as ERP, resulting in the system cannot continue to operate, and can only suspend the project and use some of the functions of the project.

Countermeasures: The platform of ERP selection needs to be flexibly adjusted, and at the same time, the information department should be involved in the adjustment of the company structure to evaluate whether the adjustment can be implemented at the system level and make timely response to the adjustment.

Second, implementation and delivery phase

1. Three up and three down of the main data platform

Detours: Our master data system exported the original data for the first time according to the new template set without data check; If the second time is not filled in according to the standard format, the consultant cannot import the data; The third time is not centralized office, the data collated by the business departments have different standards, and the data collated by the three times is not available.

Countermeasures: All business data collators should collate data according to the standard template, and consultants should train all business data personnel to master the skills of data review. The necessary options cannot be missing, and the quality of data should be guaranteed; Put forward any problems in centralized office and solve them together.

2. BOM and drawings physical check

Detours: The BOM formula and process route are not checked with the drawings, resulting in the required materials are not purchased in time, the processing technology is not processed according to the requirements, the parts are dry waste, and the re-purchase affects the delivery time.

Countermeasure: Enter the BOM and drawing check work of the system to establish an audit mechanism, and only the data that passes the audit can enter the system. Data accuracy is linked to performance in the position. CXO UNION-CXO联盟（cxounion.cn）

3. Shake the hand of the shopkeeper, not full participation, just rely on a few people

Detours: We did not manage the project organization structure designed in accordance with the blueprint, and arranged several clerks to promote it during the online process, the corresponding personnel did not cooperate, the leaders of relevant departments did not participate, the matters requiring leadership decision-making could not be handled, and the personnel involved did not want to do (feel that good or bad are the same), especially the enterprises without benchmarking factories, more need leaders who can mobilize resources to participate in decision-making.

Countermeasures: The person in charge of each management department should participate in the relevant system activities of the department in the whole process, and the handling suggestions given by the consultant should be settled under the discussion of the relevant leaders, and the problem should not be escalated until it is solved; Hold weekly system operation meetings with problem – solution – responsibility for implementation – until the problem is closed; Staff who do not cooperate should be transferred. CXO UNION-CXO联盟（cxounion.cn）

4. The system is online, someone should manage the system; To use the system to find the problem, you can not system the actual two skins

Detente: the system is online, there is no one to manage, the system and the actual two things, the high-level distrust of the system data, the data analyzed are the combination of system numbers and manual accounts, which is deadly, indicating that the leaders of various departments know that the system operation of the department has problems, do not want to improve and promote, so it is.

Countermeasure: To trust the system unconditionally, if there is a problem, you can ask; Operation analysis only looks at the system data. The Group has set up an informatization + financial audit team to audit each subsidiary from time to time. The audit content refers to whether the system assessment parameters are entered into the system in a timely and effective manner. The subsidiary shall set up an informatization + automation + refinement office, which shall consist of a special team composed of logistics + quality + production +IT to check the achievement of various indicators formulated every day. Why is the cause analysis not achieved and how to improve? It is necessary to have a management system for the accuracy of the system data, which is linked to the KPI of the position, such as the deduction of 10 yuan for a piece of goods not received in time in the warehouse.

5. The training and assessment is all staff, the department head does not know what documents the department personnel need to operate in the system

Detour: only the key users of the department are trained, other personnel of the department are not trained, and the key users of the department are also trained to do a good job, resulting in skilled operation only the key users, the data of other personnel is input by the key user, the person asks for leave, the corresponding use module is paralyzed, and the communication between the department head and the key users is on the same channel. CXO UNION-CXO联盟（cxounion.cn）

Countermeasures: Training at different levels (employees, supervisors, middle managers) and assessment; Each department writes its own operation manual; Retraining every six months; Include in the evaluation; The middle level and above, including the vice president, will make documents and query the corresponding reports in the system.

6. New business issues outside the blueprint

Detour: The generation of new business, only considering the production and marketing, did not consider financial accounting, resulting in a variety of problems at the end of the month financial closing.

Countermeasures: ERP project, the need for full financial participation, each link in the financial end of how to account to meet the company’s management caliber, reflecting the company’s industry and financial integration management. CXO UNION-CXO联盟（cxounion.cn）

Third, maintenance phase after going online

Successful online operation does not equal successful online operation

Detente: According to the actual situation, the project construction unit will identify the main risk points after going online and formulate countermeasures.

Can the control of manual tickets be changed in 24 hours?

Can master data be applied and maintained 72 hours in advance to meet production needs?

Can the consistency of BOM be confirmed by manufacturing, purchasing, finance and team (part name, quantity, route, part number)?

The maintenance of inventory file attributes is mainly about whether the planned price can be confirmed within the specified time? CXO UNION-CXO联盟（cxounion.cn）

Can documents be entered in a timely and accurate manner, and can they be completed on a daily basis and the data are consistent?

What are the guarantee measures for the consistency of counting, accounts and cards?

Are daily operations conducted according to standard procedures? How to assess? How is it monitored?

How to close the manual order? What happens to the data before shutdown?

Is everyone involved? Or is it just a matter of a few people on the project?

Is the consumption quota accurate? Is it field-proven? Or is it on paper?

Is the gap between service scenarios and blueprints identified? Are there any services covered?

… CXO UNION-CXO联盟（cxounion.cn）

Countermeasures: These problems can be implemented into the system, to solve the software problems of system operation. We should always use systems, processes and standards to promote the rule of law in corporate governance, the organization of individual capabilities, and the scientific management of experience. All people at all levels should develop the habit of respecting the system, observing the process, and implementing standards. We should get used to looking at the rules and regulations without looking for anyone when things happen.

After each measure is introduced, the cadres have to ask themselves: Have the measures been implemented? What is the effect of implementation? Is it timely followed up and optimized? Is there tracking feedback? How is my work done? We advocate a culture of doing things, doing things without results is equal to not doing. Every leading cadre should be responsible for themselves and the results, and should never be allowed to work without contributing or be pragmatic.

=== Thank you for this mentor and friend leader ===

At the end, the leader expressed: We never want fictitious sales without profit, let alone fake profits without cash flow. We must resolutely put an end to only reporting profits, no cash flow contribution, and strictly prevent false profits in exchange for increasing inventory and increasing receivables. Better bad data than fake reports. CXO UNION-CXO联盟（cxounion.cn）

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