Can ISO9002 and ERP be perfectly integrated

2022-10-23
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Can ISO9002 and ERP be perfectly integrated

comment expert

Zhao Chunyu, information director of Daphne China headquarters of Yongen investment (Group) Co., Ltd.

Wang Lei, vice president of IDS Scheer China company

LUO Huahui, consultant of Beida Zongheng management consulting company

LV Qiang, senior consultant of AMT

the stingy boss finally signed the ERP software contract. Wu Cheng has been in the company for twoorthree years and has never seen the boss sign the contract in person. When Wu Cheng raised this question, Chang Wen, the director of the company's office, said, "no, the company's first batch of equipment procurement of more than 10 million was signed by President Liu in person. That was the hen that laid eggs. Fixture 1 has not been well solved.". Later, he had a look at many contracts at most, and all of them were authorized to the vice president. This 800000 ERP contract is the second contract he has personally signed in more than 10 years

before getting drunk, Mr. Liu actually toasted them both: "Xiao Chang and Xiao Wu, in the future, when you go to ERP, you must not have two skins. Last time I heard a teacher from Tsinghua University say that some enterprises failed because they couldn't take both skins into account."

Chang Wen is also responsible for the ISO9002 standard implementation of the company. President Liu specially patted him on the shoulder and said, "we have been working on Standardization for more than three years before we have the current operation results. Informatization should be consolidated and cannot be delayed! Chang Wen came to the company earlier, so we should introduce this aspect to Xiao Wu more." Wu Cheng nodded with a smile, "that is, there are many personality things in our standardization, and I need to learn more."

after Wu Cheng came back in the evening, he couldn't sleep. Some time ago, he considered this problem. When accompanying the people of the software company to do the preliminary research, he had a worry. What if there were three skins in the future - software, actual business processing, and the company's ISO standard each into one skin? The pressure of grass-roots staff is great

in this clothing enterprise, most of the employees have low education level, and now the process implementation is so strict that the grass-roots managers have no time to take every record seriously. It has been two years since ISO9002 passed the certification. Every time it was reviewed, everyone was filling in the records. Not long ago, several brothers were mobilized to help the ironing workshop director fill in the quality inspection records from March to April for inspection

there is a set of effective but not formal procedures for the processing of many jobs, and a set of procedures is also stipulated in the procedure documents. Now use ERP to restructure business processes, and software companies may have another set. Don't rebel in the business department

Chang Wen is the director of the office and has no time to go to the workshop to understand these situations carefully. But he knows that everyone expects informatization to help them reduce work and improve efficiency. Wouldn't it be more troublesome if there were more things? In business process reengineering, many program documents and record forms must be reorganized. Chang Wen often takes the trouble of changing versions and pages as the reason, and only changes once a year. Some processes are completely electronic. How to deal with records? How can paper and electronic media work together? Also, software companies often refuse to change the logic of ERP under the excuse of "software is not soft". What if there is a conflict with the ISO9002 standard

although there are many pressures on informatization projects, the company attaches great importance to them, and there will be high support in many aspects. The problem seems small, but there is likely to be a conflict on this detailed and extensive issue. Wu Cheng is not very sure about this. Can three skins be combined into one? What difficulties will you encounter and how to deal with them? Who covers ISO9002 and ERP? Who integrates who

not coverage, but collaboration

whether the "three skins" can be effectively synthesized and integrated, the implicit standard is to maximize the overall interests of the enterprise and achieve win-win results for all stakeholders. Implementing the project according to this standard is bound to encounter many difficulties, need to do a lot of work, and even make a lot of mutual concessions and compromises

the company is a social and economic entity with the purpose of making profits. In the actual operation, the interests of all parties are complex, and various management methods or means exist around adjusting these interests. ERP software, ISO9002 standard and actual business processing are all the methods and means of these management, which have synergy and contradiction with each other

at the same time, the goals and starting points of the company's senior, middle-level, workshop workers, suppliers and other groups are different. Whether it is information systems or other management methods, they may fail in the implementation

peaceful coexistence is very likely

through effective benefit, risk and goal analysis, formulate an effective project process, which can greatly reduce the risk of project failure. Due to the different emphasis and environmental impact of various management tools, it is extremely difficult to achieve "perfect" integration, but it is still possible to achieve peaceful coexistence and achieve their desired goals under realistic conditions

since the main goal of ISO9002 standard is to ensure the consistency of product quality, ERP system focuses on the effective scheduling and utilization of enterprise resources, and the operation in actual business is the result of the balance of interests between standard and reality

if there is a significant gap between the actual business operation and the standard, it indicates that the enterprise has many problems. These problems must be clarified one by one. It can't be generalized as ISO9002 problems, environmental problems or ERP problems. At the same time, cost analysis should be done to eliminate the gap

from this point of view, there is no problem that ISO9002 and ERP cover who and integrate who. In fact, many ERP have quality management (ISO9000, etc.) modules, which should be the collaboration of different functions

find a standard for the "three skins"

whether the "three skins" can be effectively integrated, the implicit standard is to maximize the overall interests of the enterprise and achieve win-win results for all stakeholders. Implementing the project according to this standard is bound to encounter many difficulties, need to do a lot of work, and even make a lot of mutual concessions and compromises. Some of the most critical issues include:

first, confirm and analyze the desired project objectives. This goal is not only the goal of ERP, but also takes into account the interests of all aspects, such as the requirements of the boss, middle managers, employees, etc

the desired goal can be negotiated, and ultimately we should achieve a reasonable, achievable, affordable goal that can enhance the overall interests of the enterprise. For example, how to coordinate the ISO9002 standard and ERP process, and how to maximize the increase of workload, etc

the analysis of goals requires a clear understanding of which sub goals are extremely important, which are important, and which can be discarded; The resources (cost, time, etc.) that can be invested in these sub goals, and the labor intensity that can be borne, etc. There must be a mandatory order for these sub goals, and at the same time, there needs to be a clear standard to judge whether the goal meets the expectations

this noise level is at the world advanced level in the field of truck engines. Secondly, effective implementation steps are formulated according to the objectives. As the saying goes, "you can't make a fat man in one bite", the road needs to be taken step by step. According to the importance of the objectives, the order of completion and the resources invested, priority should be given to the completion of the core processes (tasks) that support the core objectives, and the realization of auxiliary processes (tasks) should be driven through the core processes, that is, to "outline the outline", grasp the key points and solve the main contradictions

moreover, balance and coordinate various conflicts. Since there are already standards ahead, it is easier to determine which work needs to be increased, which needs to be cancelled and which needs to be adjusted

in this process, we should make full use of the "value principle". For any demand, complaint, adjustment, etc., we should follow the principle of "maximizing the overall interests of the enterprise and win-win" and being able to implement it at the same time. Overly detailed standards, data input, control or processes will lead to a large increase in the workload of workers, which is also the biggest resistance at the implementation level

through the careful value evaluation of the process and the meticulous degree of operation in ISO9002 and ERP, the cost evaluation of workflow change can be classified (enforcement, suspension, cancellation, etc.) and implemented in stages (especially the skills and psychological factors in terms of operation proficiency and understanding of the process)

finally, the pursuit of large, comprehensive and perfect management is an ideal, which needs to be gradually completed in the actual business. It is most important to recognize the core processes and links of enterprise business operation. Many business processes are only auxiliary and supportive, which can be attributed to the scope of "health factors". Excessive investment in "health factors" will cause the problem of high operating costs

the most important resources should be put into the core links of the core process, which is the foundation of the enterprise

think before act

for this case, we should first consider what ERP is for? What are the criteria for success? Where is the value point? Generally speaking, ERP is invested to optimize, control, ensure stable operation and reduce the waste of resources

of course, ERP's support for the market, customers and consumers can also be shown indirectly. The implementation of ERP is more difficult because of the high labor intensity, low automation and low education level of workers in the clothing industry

through the comprehensive evaluation of the boss' expectations, middle-level management requirements, and the affordability of front-line employees, the scope and detail of the objectives are determined. The ERP process also needs to determine the degree of detail according to the affordability of the business

establish objectives in stages

the initial objectives can start with the recording and analysis of resources, and stabilize the cost and quality of products by combining with ISO9002. After having a certain foundation, we should constantly optimize the scheduling of resources with reference to industry benchmarks, gradually adjust processes and operations, and reduce internal costs

iso9002 ensures the quality stability of products through standard process control. This function is complementary and has no contradiction with ERP. The actual business control in reality is different from the ISO9002 standard. We cannot simply think that there is a problem in the actual operation, but also seriously consider whether the process formulated in ISO9002 is executable

because ERP and ISO9002 both have a large number of control links and require a large number of records, the workload of data operation of front-line employees (including managers and workers) has increased greatly, which is an important problem affecting the success of the project

this risk needs to be reduced through careful study and formulation of process control points, data reporting points and data reporting contents, so as to minimize unnecessary data input, or adopt automatic input means (bar code, RFID, etc.)

only the data required at this stage is required at each stage, and the data requirements will be increased again after the future information level is improved. We must resolutely overcome the ideas of big, complete, virtual and empty. Although the future should be properly considered when designing the system, it must be a task that can be performed at the current stage when implementing it. In fact, the data records of many process control points of ISO9002 are also

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