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Re understand enterprise informatization and enterprise consulting

ERP as a typical enterprise information system needs to fully understand its role and status; At the same time, it is also necessary to examine the development law of enterprise informatization from the level of enterprise management

1. The characteristics of enterprises using information systems at the management level can be summarized as the following types:

(1) non standardized management type: information systems simply imitate the manual operation of business, which is characterized by the improvement of the accuracy and efficiency of simple business operation

(2) local standardized management type: information system specification is applied to one or several specific application fields of enterprise management, and its characteristics are as follows: in the same application field, business management and enterprise computing have been standardized and optimized; In different application fields, business coordination, information sharing and computing collaboration are generally lacking

(3) global standardized management type: the information system specification is applied to the whole enterprise management. Business management and enterprise computing have been standardized and optimized recently, and the integration effect of enterprise management is obvious

(4) auxiliary automation management type: on the basis of (3) or (2), the information system assists in supporting business operations and management methods such as the submission, review, monitoring or information release of business instructions

(5) management automation type: on the basis of (4), realize the automation and automatic control of core business management

(6) intelligent management type: on the basis of (5), (4) or (3), realize the intelligent analysis, decision-making and control of core business management, including the use of knowledge management and other technologies

2. How to treat ERP

according to the above point of view, ERP, as a typical enterprise information system, is a historical category and the product of a specific stage in the process of enterprise management informatization

erp is a standard solution and classic reference mode to solve the typical enterprise management needs in the transformation from local standard management type to global standard management type. ERP cannot be all inclusive, nor can it successfully solve all personalized enterprise needs. However, the typical way to solve typical enterprise management problems at this stage is the charm of ERP success

of course, the discussion of ERP application must be based on the premise of typical and stable ERP products or systems, otherwise some problems in the application process of mature ERP products and general information systems will be confused, because there is a certain gap between the two in the guiding ideology of system implementation, implementation steps and system stability. At the same time, the efforts of ERP manufacturers in (4) to (6) types of needs also need attention

3. content of enterprise consultation

enterprise consultation has no specific mode in content, form and method according to the different nature and requirements of consultation. There are also different approaches to enterprise consulting related to enterprise informatization (especially ERP application). For example, the consultation of templating and filling words is more suitable for the introduction of products and implementation routines of ERP manufacturers, and the enterprise deep impact experiment, which rarely touches on the enterprise analysis and reorganization design, is similar to the cupping experiment, which is an important step and sub problem to detect the impact toughness of stainless steel metal materials. Systematic and comprehensive enterprise consultation should clearly, objectively and rigorously discuss the following issues:

(1) evaluation of the existing management system of the enterprise

(2) evaluation of the existing information system of the enterprise

(3) the environment and problems faced by enterprise development and enterprise management, as well as the discussion of possible ways to solve the problems

(4) the methods and principles of applying information technology to enterprise management

(5) guiding ideology and principles of enterprise and enterprise management development

(6 small range) information system or enterprise type positioning

(7) enterprise reorganization and Optimization in terms of organizational system, management principles, resource allocation, process allocation, business allocation, post allocation, personnel training, etc

(8) information system core requirements planning

(9) process planning, strategies and key technologies of enterprise reorganization (including information system implementation)

(10) construction strategy of information system (mainly ERP) (in most cases, it is product selection and implementation steps)

(11) relevant training and investigation plans

(12) acceptance methods and standards of implementation process and results

(13) others

4. Several problems of enterprise consultation

(1) enterprises ignore the value of consultation and do not invest enough

(2) enterprises passively participate in consultation

(3) there are differences in consultation contents and methods

(4) there is a disconnect between consultation and implementation

(5 at present, there is no plan to acquire the remaining 75.01% shares of the company) the consulting industry needs to be standardized

5. how to standardize enterprise consulting

standardizing enterprise consulting is a macro issue that is still ahead of schedule but will soon evolve into reality. At the same time, it is also a strategic issue closely related to the healthy development of professional consulting companies. The specific discussion of this issue is still pending the gradual formation of specific environmental conditions. Therefore, the following are not necessarily correct views for your reference only

(1) clarify the boundary between general enterprise consulting and professional ERP consulting

(2) professional ERP consulting should bear the joint and several responsibilities of ERP implementation

(3) properly standardize the business and service standards of professional ERP consulting

(4) certification of professional consulting qualifications of consulting enterprises or individuals

(5) the industry management or coordination organization will help the management, experience exchange and user popularization of professional companies and manufacturers. (end)

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