Changshu textile machinery factory, the most popul

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Changshu textile machinery factory uses ERP to transform the production supply chain

"star manufacturing" to promote the demand for informatization

Changshu Textile Machinery Factory Co., Ltd. (hereinafter referred to as the textile machinery factory) is a large professional system in China that produces dobby devices and jacquard devices for all kinds of shuttle looms and shuttleless looms. It opens the factory with the enabling signals of control software and servo. The "rectangular" loom opening device produced by the enterprise is very famous, with a market share of 80%

according to Yao Zhenyi, the ERP project leader of Changshu Textile Machinery Factory Co., Ltd., with the expansion of the enterprise scale, the production mode of the textile machinery factory has changed from the original "large and complete" to "star manufacturing", that is, the main key parts are processed by the factory, all other parts are processed by outsourcing manufacturers, and finally assembled into finished products by the factory. The change of production mode highlights a series of management problems: how to make hundreds of outsourcing parts manufacturers in the supply chain coordinate production and logistics control according to the unified production plan of the factory? How to pull the synchronous flow of all parts and components processing at the lower level through the assembly demand of the factory, so that they can be supplied in place synchronously during assembly? How to reduce the inventory cost of the whole supply chain? How to realize the quality monitoring of many outsourcing manufacturers? The delivery time of products is getting shorter and shorter, and there are more and more product varieties. How to make the production planning frequency accurate to every day

"enterprise production management is becoming more and more complex, and the original manual management method can no longer meet the needs of enterprise development. We must seek a new management method, and informatization is imperative." Yao very introduced that through strict screening, they finally chose JSERP products of golden thinking company to realize the transformation of the entire supply chain. "The JIT manufacturing and supply chain management ideas of JSERP are very consistent with the management needs of textile machinery factories, and the implementation services of golden thinking are well done. We have many customers in Changshu. These are important reasons why we choose golden thinking."

According to the plan, the implementation of ERP system in textile machinery factory is divided into two stages: the first stage is to integrate enterprise logistics and fund management with finance as the core; The second stage focuses on production management and integrates enterprise planning, logistics, supply chain and quality management. According to the different implementation stages, the management organization structure of the enterprise has also been adjusted accordingly: in the first stage, the chief financial officer is responsible for taking the lead to uniformly formulate the content and operation process of logistics and capital statements of each department; In the second stage, the production director is responsible for taking the lead to uniformly formulate the plans, production operations, supply chain and quality control contents and operation processes of each department. The whole implementation process is clear and each performs its own duties

the textile machinery factory adopts the discrete assembly production based on outsourcing processing. There are many parts and components for each product. Some products have 600 or 700 kinds of parts only, and there are about 1000 kinds of materials in the product list of standard parts and supporting parts. "There are many product parts, various production types, and complex outsourcing processing levels, making it difficult to control production management. Therefore, the textile machinery factory naturally focuses on the production link in the implementation of ERP."

According to Chen Yong, a consultant of golden thinking Information Technology Co., Ltd., golden thinking has introduced the concept and method of combining MRP and JIT into the project, and comprehensively transformed the production and supply chain of the enterprise. First of all, golden thinking applies the multi factory management idea of the group production to the production management of textile machinery factories, and adopts VPN mode for remote data exchange, so as to realize the management and control of the production plan and logistics of the headquarters to the branches. Secondly, JIT "pull" plan is adopted to realize daily plan and logistics control. Golden thinking effectively combines MRP Ⅱ and JIT in textile machinery factories to solve production management problems. Third, golden thinking has introduced the solution of supply chain management in the enterprise, adjusted and improved the supply chain planning and logistics, and greatly improved the ability of enterprise collaborative manufacturing. Fourth, through the golden thinking ERP system, summarize according to the parts warehousing number of the supplier, multiply the summary by the supplier's outsourcing price list to obtain the processing fee to be settled, and then issue a settlement sheet and submit it to the outsourcing unit for invoicing. After the invoice arrives, the amount can be reimbursed to the finance department after checking with the corresponding settlement sheet. In this way, the settlement management speed is greatly improved, and the settlement can be made at any time from the previous verification work for at least three days. At the same time, it can also directly collect outsourcing costs, which greatly improves the satisfaction of enterprises and suppliers. Finally, according to the deduction standard of unqualified suppliers set by the enterprise, the golden thinking ERP system analyzes the supply quality problems, delivery plan completion rate and variety completion rate of each supply unit, and automatically calculates the score of outsourcing units, providing decision-making basis for the selection and transformation of supply chain units

Yao very also introduced: "due to the complexity of the textile machinery factory business, in order to ensure the smooth implementation of the project, we have made full preparations for the implementation of ERP." The enterprise has set up a project steering committee, with the factory director as the group leader and the Secretary as the Deputy group leader. E. the main body of RP implementation throughout the whole process is the management and business personnel of the enterprise. Therefore, the enterprise has set up a group composed of end users to specifically complete the data entry and business operations of various functions of the system. The implementation team leader is the manager of the involved department or the director of the branch factory, and each branch factory is assigned by the information center to serve as the technical assistant, responsible for project communication and guidance. In addition to the implementation of personnel and organization, the enterprise has also developed a variety of project progress reporting systems, so that the project situation can be reflected at all levels in time, so as to adjust the project plan and arrange treatment measures

Yao very introduced: "data is the core of ERP, and data preparation is the most difficult link in the implementation of ERP. We have formulated the principle of 'who benefits, who bears', that is, the source department is responsible for it. For example, for the structural data and process data of the production department, the technicians of each branch are responsible for providing and adjusting, and the information staff assigned by the branch are responsible for unified maintenance. Finally, the information center is responsible for it." At the same time, the enterprise training work is also very solid. "We have conducted multi-level training for the information staff of the information center and branch plants, the heads of workshops and departments, production planners, workshop statisticians, warehouse administrators, and financial accountants. The training enables the staff to understand the management principle of ERP, and also clears the ideological obstacles for the smooth progress of the project."

with the implementation of personnel, organization, system and training, the success of textile machinery plant ERP will be natural

the annual comprehensive economic benefit of closed-loop operation is more than 1.78 million yuan

Yao very introduced that at present, the textile machinery plant ERP project has been fully implemented, and the closed-loop operation of the main production plan, MRP plan, inventory management, financial management, supply chain outsourcing management, production Kanban management and other systems has been realized, and the operation benefit has gradually emerged

after the operation of the system, the order of production management has been greatly improved, realizing the information tracking of all links of planning, quality inspection, receiving, picking, input and warehouse transfer, and then realizing the dynamic tracking of the logistics status of WIP, changing the production mode of temporary scheduling according to the assembly gap in the past, so that the production management is orderly and the efficiency is greatly improved. Supply chain management has also been strengthened. Through outsourcing supply chain planning, outsourcing Kanban management and outsourcing quality management, the timeliness and quality of supply of outsourcing suppliers have been further improved. Through the implementation of outsourcing, outsourcing settlement and blank quarterly settlement management, the outsourcing settlement speed and accuracy have been improved and the workload has been reduced, which is satisfactory to both the supplier and the enterprise

production fund management has also become clear. The "department accounts payable management" introduced in each branch can provide the accounts payable information of each branch in real time, which is convenient for each department to dynamically control the production funds. Through integrated finance, cost collection and dynamic analysis of inventory funds can be carried out quickly, which makes cost accounting fast and accurate, and changes the situation that accounts cannot be settled in the previous manual state

in addition, after the system is running, the sales management has been strengthened. The "sales collection management" was introduced into the sales department, which can understand the sales collection in real time, and strengthen the enterprise sales collection management and salesperson performance evaluation management; At the same time, the management of sales logistics, after-sales service and settlement has been strengthened by standardizing the processes of "sales parts management" and "goods delivery management" of enterprises. The system also provides "product market share" and other sales analysis means to provide strong data support for sales decisions

Yao very introduced that the successful implementation of ERP has brought obvious economic benefits to the textile machinery factory due to lack of experience and failure to consult relevant data. According to statistics, the material utilization rate was increased by 28%, saving 5.37 million yuan for the continuous and uniform delivery of rubber to the molding system; The lead time of product procurement and manufacturing is shortened by 67%; Reduce the inventory capital by 10.98 million yuan; Reduce the inventory loss of finished and semi-finished products by more than 900000 yuan; Promote the recovery of accounts receivable; The annual comprehensive economic benefits exceed 1.78 million yuan. (address of golden thinking Information Technology Co., Ltd.)

user comments

ERP is a "transparent" management project, which requires all staff to be realistic and steady. Through the implementation of ERP, the management level of the enterprise has been significantly improved, and the work style has also been improved, which has laid a solid foundation for the further development of the textile machinery factory. The implementation and consultants of golden thinking company not only have solid business foundation, but also are conscientious and down-to-earth. The success of ERP project of textile machinery factory is inseparable from their hard work

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