With the WTO getting closer and closer to us, the market competition in the printing industry has also intensified. In order to maintain its dominant position in the industry, state-owned printing companies actively introduce advanced printing equipment and processes at home and abroad to bring their product quality and technology levels to the leading position; on the one hand, they strengthen internal management, implement a modern enterprise system, and increase production efficiency. , Lower production costs, accelerate capital turnover, and increase operating capacity. Based on the increasing understanding of the important role of management in business, MRP II/ERP (Strictly speaking, ERP is the next generation of MRP II, the management function has been further expanded and extended. MRP II is only one of the ERP Subset, but it is its core subset. Editor's note) This advanced production management approach is increasingly valued by state-owned printing companies.
MRP II, Manufacturing Resource Planning, is a new generation of manufacturing management methods. Its ideology embodies the objective laws and requirements of the company's production and operation process, and its functions comprehensively cover the market prediction, production planning, material requirements, capacity requirements, inventory control, workshop management, and the entire production process of product sales and all related Financial activities provide a complete knowledge system and effective tools for manufacturing management.
As one of the first manufacturers of state-of-the-art printing companies to introduce the MRPII system, we have achieved initial results in the introduction, implementation, and development of the company in the past few years. We have also encountered many problems. We are here to communicate with you and hope to discuss and discuss together.
The purpose and timing of the introduction of MRP II
For many years, state-owned printing companies, especially Xinhua Printing Systems, have operated their organizational structures, business ideas, and production management methods under the planned economic system for many times. With the gradual deepening of the market economy, the company’s production management model has been transformed into small-batch, multi-species, and order-based production. The production process has become increasingly complex and the demand for information sharing among various departments has continued to increase. Therefore, the introduction of modern production management model MRPII is an effective method for state-owned printing enterprises to get rid of traditional management models and enhance market competitiveness.
When to introduce the MRPII system is a question worth discussing. The first management tools also need to be established and implemented on a certain basis. If the internal mechanism is not perfect and the basic management is weak, rushing to use the MRP II system will result in a garbage database that is full of mistakes and poor in supplementing loopholes. Our factory fully realized this problem. Since 1996, it has strengthened the internal planning system to make the internal management data of the company basically standardized. Afterwards, through strict on-site management, the enterprise management has reached a certain height; at the same time, it has introduced modernized platoons. , printing, and assembly of automatic production lines, improved the traditional manual operations, make computer scheduling possible. Since then, our factory began to consider the introduction of the MRP II system. Only in this way can we make a good foundation for the normal operation of the MRP II system.
Introducing the selection of MRP II
There are two approaches for domestic companies to introduce the MRPII system. The first approach is to jointly develop with universities or scientific research institutes, and the companies put forward requirements. The software suppliers design and develop the entire system according to the needs of the enterprise, or revisit a software system to adapt to the existing conditions of the enterprise. The starting point of this approach is to save money on the purchase of mature foreign systems, and corporate personnel can also quickly become familiar with and master. However, there are also many problems with this approach: First, the company’s internal needs are proposed by the company’s internal staff. Many places are based on current business processes, which is contrary to the original intention of improving the management level of enterprises through the introduction of MRP II system; Many software patches and designs are used by only one of the enterprises. The stability and reliability of the software will cause problems in future implementation. In particular, there will be no blind spots in the software design for several years, and no one will be able to change them unless the funds are invested again and again. Adjustment, this will bring enormous difficulties to the enterprise operating system. Third, only the software used by one company or several companies will encounter difficulties in upgrading the system. If the operating system is upgraded from DOS to Windows, many self-developed All financial software was thrown away, and the waste of human and financial resources was obvious to all.
The second approach is to directly introduce the mature MRPII software system. Judging from the mature systems currently used in China, the technical nature has no problems. The gaps between the systems are mainly reflected in the ratio of successful cooperation with domestic companies, the level of corporate consultants, and industry applicability. Enterprises must consider their own needs in the introduction, do not need to invest too much in advance, and then add functions according to actual needs. Therefore, after fully studying the characteristics of the state-owned printing enterprises as a discrete processing industry, our factory carefully examined the use of MRPII software company's domestic users and the level of consultant guidance to select four classes of MRPII/ERP systems in the United States.
Problems and Countermeasures in Implementing MRP II
The implementation of MRP II system in enterprises is reflected in the modern business management ideas and models in daily operations. This is undoubtedly a change in management thinking, it requires companies to dare to deny their traditional management model, to abandon the management methods used over the years , open minded to accept the system guidance, the transformation of traditional enterprises with information technology. Therefore, in the actual implementation of the MRPII system, state-owned printing companies will encounter all aspects of technology, ideas, and implementation methods. These problems can be divided into two aspects. Some are common problems that exist in any industry. Some are special issues in the printing industry. We will analyze the major issues below.
Problem 1, the enterprise department manager or project team member considers the MRP II system as a research result, which can be used and used. In the implementation process, it is considered that some technical personnel and implementation consultants will study and solve the problems raised by various departments, and then The specific implementation of all departments on the line. It is hard to realize that the implementation of the project requires all management personnel to participate in the change of organizational structure within the department, and the design and extraction of data applications requires the cooperation of all departments. The implementation of MRP II is not only the first-hand project of the company, but also the first-hand project of each department. The entire company's organizational structure and management procedures are reorganized according to the requirements of the MRPII system. Without the strong support of the head of the department, the project will not run smoothly.
Second, some people hold too high expectations for the implementation of the system and believe that it will greatly reduce the intensity of daily work. Once they fail to meet expectations, they suspect that the system has one or the other problem. This is actually a continuation of the habit of viewing the system as a computer instead of a manual. After the MRP II system is officially put into operation, the efficiency of the entire business process of the company will be greatly improved. However, due to business restructuring or the need to strengthen a certain management, the work tasks of a certain post will increase compared with before. If the production order is issued without the need to establish the actual number of PS plates for each species, then to control the material consumption of each process, all the main materials must go into the bill of materials, and the materials and finance department must track each species. Increase billing workload, but control of the entire production process will be more reasonable and scientific.
Question 3: Some managers have overemphasized the print personality and believe that the MRPII system is not suitable for the printing industry. This is caused by the unclear recognition of the characteristics of the printing industry and MRPII. In fact, there is no big difference between the material supply and manufacturing industries of printing companies, especially book and book printing companies, and the main materials for printing, such as PS plate, paper, film, and ink, are mainly supplied by domestic manufacturers. The current supply cycle of suppliers is The prices are relatively stable; warehouse management and financial management are less specific. They are only different in terms of query and statistics. This is a problem of data extraction and processing. In the production process, the workshop management industry is the same, but only technical processes. Use different from semi-finished products. In addition, from the perspective of process structure and process route, book printing companies are much simpler than large manufacturing companies. However, due to the characteristics of small batches and varieties of books and periodicals printing companies, many process requirements are not as easy to standardize as the machinery industry, such as bookbinding. One sequence is the same as a book; the processing characteristics of printing make all the semi-finished products in the production process are produced according to the order, all the semi-finished products have no original inventory, and the excess can not be used for the second time. However, these have prompted us to do a good job in the standardization of printing, and do a good job in the control of semi-finished products. Only by recognizing the nature of the problem can we have full confidence in the implementation of the MRPII system by printing companies.
Question 4: Some implementation consultants overemphasized that “who has mastered the system and who has mastered the future of the company†in this implementation makes it easy to misunderstand communication between key personnel and general staff. In fact, the MRPII system is a shared resource system of production, material, and financial linkages. It is characterized by full participation. Under the conditions of seven-point management and three-point technology, no one can shut themselves up and accept and learn a new management concept. Only when discussing with each other can we improve the overall and individual input better and faster.
Although the above is only a matter of recognition, it is precisely these problems that have caused some managers' ideas to fail to keep pace with the requirements of modern production management, affecting the enthusiasm of their joint participation in the implementation of the system, and introducing some misunderstandings in terms of concepts and methods. , hindered the normal operation of the system. In view of the above issues, I think the following measures should be taken:
1. Strengthen basic training for managers. The overall age structure of the managers of state-owned printing enterprises is relatively large, and the knowledge structure is relatively old, but it also has the characteristics of rich working experience and good stability. In addition, for a certain position, the operation interface is generally relatively simple and easy to grasp. Therefore, when conducting MRPII training, the emphasis is on the training of principles and concepts, so that all managers consciously accept the principle of MRP II, understand the necessity of changing the existing workflow, and let every employee involved in system operation understand their operations. For the importance of the entire system process, establish the confidence and determination to successfully run the MRPII system.
2. The project organization structure should be constantly adjusted. From the beginning of the model experiment, the technicians should be gradually transformed into the management project implementation organizations with the top leaders in each department. We must organize at least two or three operators to participate in the technological discussions in each post, change the concept of “external monk chanting the scriptures,†and use collective wisdom to solve problems in the project work, encourage and guide all employees to become passive and take the initiative to participate. Learn from each other and supplement each other. The standardization of process routes and technical data is the basis for the smooth implementation of the MRP II system in the production process. It is even more necessary to make concerted efforts to make this work solid.
3. Improve operational procedures and establish monitoring mechanisms. The backbone of the organization department formulates operating procedures for each post. From the operator, the reviewer to each step of the operating standards and error handling methods are as detailed as possible, and then the relevant organization to determine the assessment system to do the operation is well documented, supervision can be based on law, this can ensure that the data in a timely manner, Accurately maintain the system in a good operating condition. At the same time, the detailed formulation of operating procedures will enable new employees to quickly grasp the operation methods and improve the reliability of the long-term development of the system.
4. The implementation method adopts the principle of mainline penetration and step-by-step implementation. Implementation of MRP II has a huge workload, coupled with the daily business is busy, the original financial computerization and warehouse management software is still in use, our factory has established a small pace, multi-step, from simple to difficult principles, the first production supplies Separated from financial communication, the material warehouse took the lead in all MRP II systems, converting the traditional value-based process into a process based on material assessment. In the purchase order → purchasing storage → workshop production → semi-finished products, finished products Report to the warehouse → delivery phase, forming a complete MRP system process. The financial system was supplemented by new software, mainly old software, and gradually transitioned to new software. After the financial review, the past computerized software was abandoned.
MRP II, Manufacturing Resource Planning, is a new generation of manufacturing management methods. Its ideology embodies the objective laws and requirements of the company's production and operation process, and its functions comprehensively cover the market prediction, production planning, material requirements, capacity requirements, inventory control, workshop management, and the entire production process of product sales and all related Financial activities provide a complete knowledge system and effective tools for manufacturing management.
As one of the first manufacturers of state-of-the-art printing companies to introduce the MRPII system, we have achieved initial results in the introduction, implementation, and development of the company in the past few years. We have also encountered many problems. We are here to communicate with you and hope to discuss and discuss together.
The purpose and timing of the introduction of MRP II
For many years, state-owned printing companies, especially Xinhua Printing Systems, have operated their organizational structures, business ideas, and production management methods under the planned economic system for many times. With the gradual deepening of the market economy, the company’s production management model has been transformed into small-batch, multi-species, and order-based production. The production process has become increasingly complex and the demand for information sharing among various departments has continued to increase. Therefore, the introduction of modern production management model MRPII is an effective method for state-owned printing enterprises to get rid of traditional management models and enhance market competitiveness.
When to introduce the MRPII system is a question worth discussing. The first management tools also need to be established and implemented on a certain basis. If the internal mechanism is not perfect and the basic management is weak, rushing to use the MRP II system will result in a garbage database that is full of mistakes and poor in supplementing loopholes. Our factory fully realized this problem. Since 1996, it has strengthened the internal planning system to make the internal management data of the company basically standardized. Afterwards, through strict on-site management, the enterprise management has reached a certain height; at the same time, it has introduced modernized platoons. , printing, and assembly of automatic production lines, improved the traditional manual operations, make computer scheduling possible. Since then, our factory began to consider the introduction of the MRP II system. Only in this way can we make a good foundation for the normal operation of the MRP II system.
Introducing the selection of MRP II
There are two approaches for domestic companies to introduce the MRPII system. The first approach is to jointly develop with universities or scientific research institutes, and the companies put forward requirements. The software suppliers design and develop the entire system according to the needs of the enterprise, or revisit a software system to adapt to the existing conditions of the enterprise. The starting point of this approach is to save money on the purchase of mature foreign systems, and corporate personnel can also quickly become familiar with and master. However, there are also many problems with this approach: First, the company’s internal needs are proposed by the company’s internal staff. Many places are based on current business processes, which is contrary to the original intention of improving the management level of enterprises through the introduction of MRP II system; Many software patches and designs are used by only one of the enterprises. The stability and reliability of the software will cause problems in future implementation. In particular, there will be no blind spots in the software design for several years, and no one will be able to change them unless the funds are invested again and again. Adjustment, this will bring enormous difficulties to the enterprise operating system. Third, only the software used by one company or several companies will encounter difficulties in upgrading the system. If the operating system is upgraded from DOS to Windows, many self-developed All financial software was thrown away, and the waste of human and financial resources was obvious to all.
The second approach is to directly introduce the mature MRPII software system. Judging from the mature systems currently used in China, the technical nature has no problems. The gaps between the systems are mainly reflected in the ratio of successful cooperation with domestic companies, the level of corporate consultants, and industry applicability. Enterprises must consider their own needs in the introduction, do not need to invest too much in advance, and then add functions according to actual needs. Therefore, after fully studying the characteristics of the state-owned printing enterprises as a discrete processing industry, our factory carefully examined the use of MRPII software company's domestic users and the level of consultant guidance to select four classes of MRPII/ERP systems in the United States.
Problems and Countermeasures in Implementing MRP II
The implementation of MRP II system in enterprises is reflected in the modern business management ideas and models in daily operations. This is undoubtedly a change in management thinking, it requires companies to dare to deny their traditional management model, to abandon the management methods used over the years , open minded to accept the system guidance, the transformation of traditional enterprises with information technology. Therefore, in the actual implementation of the MRPII system, state-owned printing companies will encounter all aspects of technology, ideas, and implementation methods. These problems can be divided into two aspects. Some are common problems that exist in any industry. Some are special issues in the printing industry. We will analyze the major issues below.
Problem 1, the enterprise department manager or project team member considers the MRP II system as a research result, which can be used and used. In the implementation process, it is considered that some technical personnel and implementation consultants will study and solve the problems raised by various departments, and then The specific implementation of all departments on the line. It is hard to realize that the implementation of the project requires all management personnel to participate in the change of organizational structure within the department, and the design and extraction of data applications requires the cooperation of all departments. The implementation of MRP II is not only the first-hand project of the company, but also the first-hand project of each department. The entire company's organizational structure and management procedures are reorganized according to the requirements of the MRPII system. Without the strong support of the head of the department, the project will not run smoothly.
Second, some people hold too high expectations for the implementation of the system and believe that it will greatly reduce the intensity of daily work. Once they fail to meet expectations, they suspect that the system has one or the other problem. This is actually a continuation of the habit of viewing the system as a computer instead of a manual. After the MRP II system is officially put into operation, the efficiency of the entire business process of the company will be greatly improved. However, due to business restructuring or the need to strengthen a certain management, the work tasks of a certain post will increase compared with before. If the production order is issued without the need to establish the actual number of PS plates for each species, then to control the material consumption of each process, all the main materials must go into the bill of materials, and the materials and finance department must track each species. Increase billing workload, but control of the entire production process will be more reasonable and scientific.
Question 3: Some managers have overemphasized the print personality and believe that the MRPII system is not suitable for the printing industry. This is caused by the unclear recognition of the characteristics of the printing industry and MRPII. In fact, there is no big difference between the material supply and manufacturing industries of printing companies, especially book and book printing companies, and the main materials for printing, such as PS plate, paper, film, and ink, are mainly supplied by domestic manufacturers. The current supply cycle of suppliers is The prices are relatively stable; warehouse management and financial management are less specific. They are only different in terms of query and statistics. This is a problem of data extraction and processing. In the production process, the workshop management industry is the same, but only technical processes. Use different from semi-finished products. In addition, from the perspective of process structure and process route, book printing companies are much simpler than large manufacturing companies. However, due to the characteristics of small batches and varieties of books and periodicals printing companies, many process requirements are not as easy to standardize as the machinery industry, such as bookbinding. One sequence is the same as a book; the processing characteristics of printing make all the semi-finished products in the production process are produced according to the order, all the semi-finished products have no original inventory, and the excess can not be used for the second time. However, these have prompted us to do a good job in the standardization of printing, and do a good job in the control of semi-finished products. Only by recognizing the nature of the problem can we have full confidence in the implementation of the MRPII system by printing companies.
Question 4: Some implementation consultants overemphasized that “who has mastered the system and who has mastered the future of the company†in this implementation makes it easy to misunderstand communication between key personnel and general staff. In fact, the MRPII system is a shared resource system of production, material, and financial linkages. It is characterized by full participation. Under the conditions of seven-point management and three-point technology, no one can shut themselves up and accept and learn a new management concept. Only when discussing with each other can we improve the overall and individual input better and faster.
Although the above is only a matter of recognition, it is precisely these problems that have caused some managers' ideas to fail to keep pace with the requirements of modern production management, affecting the enthusiasm of their joint participation in the implementation of the system, and introducing some misunderstandings in terms of concepts and methods. , hindered the normal operation of the system. In view of the above issues, I think the following measures should be taken:
1. Strengthen basic training for managers. The overall age structure of the managers of state-owned printing enterprises is relatively large, and the knowledge structure is relatively old, but it also has the characteristics of rich working experience and good stability. In addition, for a certain position, the operation interface is generally relatively simple and easy to grasp. Therefore, when conducting MRPII training, the emphasis is on the training of principles and concepts, so that all managers consciously accept the principle of MRP II, understand the necessity of changing the existing workflow, and let every employee involved in system operation understand their operations. For the importance of the entire system process, establish the confidence and determination to successfully run the MRPII system.
2. The project organization structure should be constantly adjusted. From the beginning of the model experiment, the technicians should be gradually transformed into the management project implementation organizations with the top leaders in each department. We must organize at least two or three operators to participate in the technological discussions in each post, change the concept of “external monk chanting the scriptures,†and use collective wisdom to solve problems in the project work, encourage and guide all employees to become passive and take the initiative to participate. Learn from each other and supplement each other. The standardization of process routes and technical data is the basis for the smooth implementation of the MRP II system in the production process. It is even more necessary to make concerted efforts to make this work solid.
3. Improve operational procedures and establish monitoring mechanisms. The backbone of the organization department formulates operating procedures for each post. From the operator, the reviewer to each step of the operating standards and error handling methods are as detailed as possible, and then the relevant organization to determine the assessment system to do the operation is well documented, supervision can be based on law, this can ensure that the data in a timely manner, Accurately maintain the system in a good operating condition. At the same time, the detailed formulation of operating procedures will enable new employees to quickly grasp the operation methods and improve the reliability of the long-term development of the system.
4. The implementation method adopts the principle of mainline penetration and step-by-step implementation. Implementation of MRP II has a huge workload, coupled with the daily business is busy, the original financial computerization and warehouse management software is still in use, our factory has established a small pace, multi-step, from simple to difficult principles, the first production supplies Separated from financial communication, the material warehouse took the lead in all MRP II systems, converting the traditional value-based process into a process based on material assessment. In the purchase order → purchasing storage → workshop production → semi-finished products, finished products Report to the warehouse → delivery phase, forming a complete MRP system process. The financial system was supplemented by new software, mainly old software, and gradually transitioned to new software. After the financial review, the past computerized software was abandoned.
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