ERP management system
ERP management technology, according to the needs of the market, comprehensive planning, overall arrangement and strict control of resources within the enterprise and all links in its supply chain, so as to ensure that all kinds of resources such as people, finance, materials and information are fully and reasonably applied. To achieve the purpose of improving production efficiency, reducing costs, meeting customer needs, and enhancing the competitiveness of enterprises. Such as agile manufacturing, lean production, concurrent engineering, supply chain management, and total quality management are embodied in the ERP software system, which has become a new management tool for modern manufacturing enterprises.
Modernization of enterprise management is a combination of modern management ideas and modern organizational management methods and means. ERP reflects the implementation of the software system of modern management ideas, which inevitably requires corresponding management organizations and methods to adapt to it. Therefore, the combination of ERP and business process reengineering is an inevitable trend.
Types of Process Reorganization In 1990, Professor Hammer of MIT in the United States first proposed the concept of Business Process Reengineering (BPR). But Hammer does not provide a basic paradigm for business process reengineering.
According to the scope of the process and the reorganization characteristics, BPR can be divided into the following three categories: 1. BPR within the function? Usually refers to the reorganization of the internal processes of the function.
Under the old system, the functional management agencies overlap and there are many intermediate levels. These intermediate management generally only perform some non-creative statistics, summarization, filling in forms, etc. The computer can completely replace these services and cancel the middle layer, so that each The function of the project is managed by a single functional organization from beginning to end, so that the organizations do not overlap and the business is not duplicated. For example, the material management is changed from tiered management to centralized management, and the secondary warehouse is cancelled. The financial accounting system inputs the raw data into the computer, and all the accounting work is completed by the ERP system. The centralized management of the vertical structure is a reflection of the BPR within the function. . Divided into vertical, it can be divided into multiple levels of the main plant, the second plant, the branch, the workshop and the operation area. The management is centralized, all functional organizations, the functional organizations are flattened, centralized decision-making, unified management, and enhanced corporate resilience.
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