The process of informationization is a process of continuous improvement, continuous improvement, integration, and automation of a system.
With the changes of the business environment and the improvement of technology, the business processes of enterprises need to be reorganized, and the informationization process is promoted. The adoption of informatization requires the further reorganization of business processes. The mutual promotion of the two has enabled the rationalization, high efficiency, and continuous enhancement of corporate competitiveness.
Development of Carton Informatization at Home and Abroad
With the rapid development of informatization technology over the past 30 years, the carton industry, like other informatization of manufacturing industries, has experienced running from a stand-alone machine to an internal local area network and even to the Internet; from the 1970s, it has planned for a single salary, account, and material demand. The computerization of property, human resources, production planning and dispatching in the 1980s, and the introduction of enterprise resource management, supply chain management, and e-commerce informatization in the 1990s, as well as the emergence of a comprehensive Internet business operation model in recent years, have made enterprises The continuous improvement of the management model has greatly increased production efficiency and responsiveness to customers, reduced unnecessary resource consumption, and reduced business process cycles. Most of the foreign packaging carton industry has entered the era of e-commerce, according to the British Trade and Industry Department survey 75% of packaging companies have adapted to e-commerce technology, 33% of manufacturers allow customers to order online. About 85% of Southeast Asia has its own LAN system, and 15% has started the Internet operation. Taiwanâ€™s three major paper companies have all started to actively develop online operating systems. Relative to this development trend, the domestic carton industry is still in its infancy. 70% of the manufacturers have realized the accounting and salary calculations. Most of the group companies have internal e-mail and some local area network operations. However, most carton companies have not yet achieved full computerization of finance, manpower and production. In the more developed areas of the southeastern coastal areas, mature LANs operate less than 20%, and the mainland and the north are almost blank. However, from our survey of more than 100 companies, 80% of business leaders recognize the inevitability of informationization, and actively study and understand relevant knowledge. It is expected that the next five years will be a period of great development in China's carton industry. However, the fast-growing Guangdong and Shanghai regions will experience a big leap to catch up with the international advanced level.
The characteristics of carton industry informatization Why carton factory business management can not use general enterprise management software? Some big groups have adopted large-scale systems such as Oracle and SAP. The carton factory of the subordinates still adopts carton industry software. This is determined by the operating characteristics of the carton industry.
The carton industry is a combination of manufacturing and services. To set production with sales, rapid response requires that the process of converting information from order input to production scheduling to the machine tool controller be completed within a few minutes. The carton production process is relatively simple, which makes it possible to complete the product structure (BOM) and process flow in one step, without having to be as complex as a general material requirement planning (MRP) system.
The timely delivery of cartons and the processing of orders have become another major feature of the management system. Effective arrangements, record production, inventory, delivery, sales department can see the progress of each order at any time in order to take early action on any event that may deviate from the plan. This requires (1) tracking the status of semi-finished products in production;
(2) tracking the number of finished products and their location;
(3) Reasonable car delivery;
(4) Flexible and diverse delivery form formats and invoice formats.
With the complexity of the carton industry orders and the high demand for reducing paper loss and downtime, automatic computer scheduling becomes necessary. Effective production planning and scheduling requirements Management system according to delivery date, paper quality, width, optimal grouping of corrugating machine production; orders arranged in ink order to reduce the number of ink replacement printing press production scheduling; but also to make emergency orders with Withdrawals are simple and easy to handle. The important raw materials for carton products â€“ the substitutability of the original paper roll also brings greater flexibility and control to the planning department. These are not possible in general software.
The management of paperboard in the carton industry is another area where there is a significant difference from the general inventory management. When the order is generated, it is necessary to select the base paper or find alternative raw materials. The timely supply of the stock of the same kind of base paper becomes necessary. The automatic conversion of paper roll space, production usage, length, weight, and diameter, and the timely forecast of demand for base paper are also significantly different from those of other industries. All of these particularities require that software developers have intensive industry production and management knowledge and work out systems that meet the needs of the industry's operations.
The key factors for the success of carton plant information implementation
The success or failure factors of enterprise informatization are many, but the most important factors are the following three aspects.
As mentioned in the previous section, the characteristics of the carton plant's business operations require the use of a software system developed by a team with comprehensive and in-depth knowledge of carton management and production. This system should be able to meet the current and foreseeable future needs of the factory's business operations. There should be enough users to use it, prove it to be effective, stable and reliable. With any short-term or new development system, users will bear considerable risks themselves. Sometimes the loss of time and effort is greater than the loss of money. Insiders have the saying "The newer the hardware system, the better, the older the software system, the better" is the effective tips for investment risks.
The second factor is the professional knowledge, technical level, and work attitude of the implementation team, which becomes the primary factor after selecting the software product. Similarly in the international advanced software system, the success rate of different teams is also very different. Therefore, large software vendors like Oracle and SAP are very cautious when choosing implementing partners. They need to fully examine the leadership style of the partner company, the level of the engineer, the organizational structure, and the success rate of past implementation. Sometimes the time for the examination will take one or two years. Can quickly understand the user's needs to find out the path to solve the problem, can accurately and easily explain the system operation rules for the operator to provide effective training, which requires the implementation team is a skilled, well-trained professional team.
The third factor that is overlooked by many people is the determination of the pace of enterprise informationization and the recognition and determination of business process restructuring. Unlike the purchase of a machine, appliance or a functional software product, simple learning can be used in accordance with the instructions; unlike financial software systems, all industries and trades are implemented in accordance with uniform standards, accounting knowledge of computers, one or two days of learning can be Use; A business management system related to the entire plant of various departments, related to the general manager to the operator, and even related to the supplier to the customer's entire supply chain. The cooperation and interaction between software system suppliers and users, the standardization of enterprise business processes, and the execution of information engineering and business process reorganization by leaders have become the key to successful informationization.
Reorganization of business processes
With the development of technology and the ever-changing business environment, more efficient management, more timely customer feedback, and a more scientific and rapid decision-making system require the accurate and rapid flow of information, and require that business processes continue to be optimized. The start of informatization originated from the establishment of an internal LAN, running on the same network platform as the entire plant or even the entire group. It has a qualitative leap forward with simple data and word computer processing, and some independent statistical computer aids in various departments. The system's high degree of integration forced people to look at and deal with local problems from an overall perspective, maximize system optimization instead of local optimization, minimize intermediate links, especially duplicate data input and processing, and ensure information real-time and accuracy. Sex. At any time, the company's top leaders can see the status of the whole plant business, greatly reducing the time of the original statistics, and fundamentally solving the problem that the leaders have to report, the whole factory is mobilized, and the next group is busy. The functions of the middle-level cadres have also been transferred from the original upload site control to more of a decision-making staff role. The functions of various departments have also been re-delineated and strict liability division. All this will not only change the original operating habits to a certain extent, but will also involve the personal powers and interests of some of the employees' cadres. The normative and strict computer information management will also make some employees and cadres who stay in the old management mode of operation uncomfortable. Some people say: "Informative management does not see its benefits, and it has its first drawbacks." It is precisely this kind of ideology. At this time, there was no strong leadership, and there was not enough ideological preparation for the reorganization and standardization of the business process brought about by informatization. The enterprise informationization project was inevitably difficult and difficult to follow and even abandoned halfway. Some people say: "Informatization is a revolution in modern management, and a systematic project for corporate transformation." It is not excessive.
With the above basic understanding, the successful implementation will be transferred to the choice of the pace of information. The simple informationization includes three levels of integration:
a) Integration of enterprise internal information processing and decision-making process: for example, product design, order input, and production schedule integration of information decision-making in various departments.
b) Integration of business processes and production processes: For example, the integration of corporate management with production line control systems. From the input of the order to the production plan, to the machine controller, one step is completed, which greatly shortens the entire production cycle.
c) Integration of the enterprise with the outside: integration of the enterprise with the customer and supplier system. E-commerce is such an integrated tool. Customers can enter orders through the Internet to check the progress of their own orders: such as production, inventory, delivery, billing records, etc., so that the supply chain to establish a good and fast communication between upstream and downstream.
Due to the differences in the degree of integration, the differences in the original informatization basis of various companies have determined that informatization projects cannot be completed overnight. They must be planned to be implemented step by step, and a practical and feasible development plan should be formulated according to the specific conditions of the enterprise. The degree of integration from low to high, first internal information integration, re-management and machine control integration, and finally internal and external integration. Therefore, they have a clear understanding of the pace of informatization and have taken corresponding steps; in the process of implementation, they constantly coordinate the differences between the computer process system and the actual business process, and are ready to adopt a more modern, more standardized, and more rigorous Management systems and processes have laid the solid foundation for enterprise informationization.
Many of the reasons for the failure of online business for many companies are that they are not properly rectified internally and do not make information management a daily routine that everyone in the company is familiar with. Customers do not get any useful information or get fundamentally wrong information.
With the continuous maturation of information technology and the emergence of industrial software systems that are proficient in the operation of enterprises, the informationization of China's carton industry management is imperative. Due to the many characteristics of the carton industry operation, industry software is required to have a high degree of applicability and requires the professionalism of the team. Selecting the software company with the highest success rate becomes the first element of information success. From the perspective of the company itself, whether there is a business process reorganization awareness and determination, and whether there is a reasonable selection of informatization pace, is an inherent factor in the success of enterprise information.