The case of Lima ERP implemented by Shandong crank

Shandong Crankshaft factory implemented Lima ERP case

Shandong Crankshaft factory, founded in 1954, is currently the largest professional crankshaft manufacturer in China and one of the 520 key backbone enterprises in the country. The crankshafts of more than 60 models in the three series of "Tian" brand internal combustion engines, refrigerators and air compressors are sold well in 31 provinces and cities in China, and are exported to more than 20 countries and regions with host machines. In 2001, the sales revenue was 202.43 million yuan, and the profits and taxes were 42.57 million yuan, the best level in history. The achievement of Shandong crankshaft General Factory is inseparable from the implementation of informatization, management innovation and mechanism innovation. The enterprise began to implement informatization in 1994, and implemented CIMS in 1999, which successfully realized the transformation from the production and management mode of "taking production as the center" to the production and management mode of "order driven to further improve the stability of fiber performance indicators; to form the serialization of high-performance fiber varieties such as carbon fiber, aramid fiber, polyimide fiber and polyvinylidene fluoride fiber", and achieved gratifying results. At present, Shandong crankshaft general factory has built a design network and management network to support core competitiveness, making enterprise informatization a powerful driving force for enterprise development and product upgrading

first, introduce advanced management concepts. Second, check the amplifier unit of universal tensile testing machine. Institutional innovation and management innovation are the objective needs of the company's sustainable development

Like pushing Jigang to shut down and withdraw from other state-owned enterprises in an orderly manner, Shandong crankshaft general plant has outdated concepts and backward operation mechanism. The management pattern of production and marketing has caused great pressure on the sales department. The marketing method is basically sales oriented. There are problems in sales management, such as credit sales, untimely return of payment for goods, and serious loss of bad debts. Production and marketing are out of touch. There has always been the brand of the planned economic system in the production plan management. What to produce and how much to produce are completely formulated by the production department based on experience, and then divided into three parts according to the upper, middle and late ten days. The plan is distributed to all workshops. The degree of implementation of the plan is low. Normal production is basically maintained by daily scheduling. Some workshops can't receive the daily scheduling plan, and don't even know what to produce that day. The management is extensive and the transparency is low. The information feedback lags behind, the products urgently needed in the market cannot be produced, and a large number of unsalable products are overstocked, resulting in the continuous increase of management costs, thus forming a vicious circle, which is weak in the face of fierce market competition. If the management mechanism is not changed and the management method is not innovated, the enterprise will have no way out

In 1994, enterprise leaders realized the seriousness of this problem and began to carry out reform and innovation step by step. In 1996, foreign capital was introduced to establish a Sino foreign joint venture controlled by the Chinese side. At the same time, combined with the experience of Hangang, management innovation activities with the theme of "focusing on management, reducing costs and increasing benefits" were carried out to instill market concepts, cost concepts and benefit concepts into employees, and remarkable results were achieved. At the end of 1997, the senior leaders of the enterprise put forward the concept of "sales revolves around the market, production revolves around sales, and the market needs me to produce", gradually considering changing the operating mechanism and implementing the measure of setting production by sales. In September, 1998, after more than a year of research and demonstration of COMAC ARJ21, a new idea was put forward to implement CIMS, arm enterprises with information technology, management technology and manufacturing automation technology, and create six competitive advantages of enterprises (concept competitive advantage, market competitive advantage, product competitive advantage, cost competitive advantage, quality competitive advantage and cultural competitive advantage)

the overall plan is: take the information construction as a breakthrough, update the management concept, use information technology to reshape the enterprise's organization system, operation mechanism and management system, implement the advanced management ideas in the CIMS system into the specific production and operation process, and quickly transform them into real productivity, so as to drive the comprehensive innovation and upgrading of enterprise management

according to the overall idea of reform, Shandong crankshaft General Factory hired an expert group composed of Tsinghua University, Beijing Lima Software Information Technology Co., Ltd. and Northwest University of technology to jointly investigate and diagnose the enterprise and find out the bottleneck affecting the development of the enterprise at the end of 1998. Based on this, the overall plan of business system reform, mechanism innovation and management innovation is put forward. Under the guidance of 863/cims experts, according to the policy of "benefit driven, overall planning, step-by-step implementation and key breakthrough", starting with changing the business mechanism of the enterprise, the production planning system, production management and control mechanism are thoroughly reformed, and the market-oriented "order driven" production management mode is realized, All the work of the enterprise is carried out around the main line of customer needs

in order to better accomplish the goal of enterprise reform, Shandong crankshaft General Factory chose the ERP product of Lima software - camps system. So far, Lima software has completed nearly 20 modules of subsystems such as sales, finance, production, procurement, quality, tools and molds for Shandong crankshaft General Factory in the process of implementation. At the same time, according to the suggestions of experts and the requirements of ERP system, Shandong crankshaft general factory has carried out a thorough business process transformation, reformed the production, supply, sales and other links, and achieved remarkable results

Second, reform the mechanism, strengthen management, and promote the promotion of information construction

1. Establish a management system with standardized management and procedural work

it is the fundamental guarantee for the long-term and reasonable operation of the enterprise and the premise for the normal operation of the information management system that all departments of the enterprise work according to the fixed procedures. Based on BPR and the promotion of QS9000 quality system certification, Shandong crankshaft General Factory redesigned and revised the enterprise's management standards, working standards and procedure documents according to the requirements of information management system. It not only meets the needs of QS9000 certification, but also establishes a set of information-based standard system, including coding system, input management system (7:00 a.m. scheduling system, 4:00 p.m. input system, etc.). On this basis, it establishes a set of working system and horizontal contact system of work procedure and business process, and realizes programmed management

2. Comprehensively implement business process reengineering by means of information technology

the normal operation of an enterprise should be a procedural behavior, which reflects the management control level and work efficiency of the enterprise. Through the mechanism of mutual service and mutual restriction