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POK pours iron castings and also provides machining services for its customers.


Te main component of an accurate implementation plan is time; however, history has shown time frames in ERP implementation are likely to be broken. Understanding this before starting is important for the project leader (and whomever that person is reporting to) to avoid feeling frus- trated and instead continue working toward the set goals. POK designed an implementation plan after a week-long initial visit from the software provider. Te objective of that visit was to get to know the company and understand the full capabilities of the software. First, POK had to assess its operations and evaluate if it


was going to keep any of the existing systems. At the time, the company was planning through Excel and using an ERP software system for accounting and human resources. Te metalcaster also had the first phase of the in-house traceabil- ity system in place. After understanding all the modules within the new


metalcasting ERP software, POK defined implementation stages with clear goals and deliverables. Te company chose to keep using its existing software system for its accounting and HR because the metalcasting ERP software did not have the capability of managing payroll nor the technical needs for the Mexican tax system. Te new ERP software would be used for production only.


Stages of Implementation POK’s installation and implementation of the new pro-


duction ERP system occurred in six stages: 1. Creating Libraries: POK decided it wasn’t a good idea


to automatically import data from its other databases into the new ERP software because much of the data was not up to date.


Only a handful of individuals with deep knowledge of the


company were involved at this point, and POK was care- ful with selecting who would input the data because it was building the foundation for what would become the back- bone of the company. At this stage, POK created the product library, process


library, customer library, sales book, company calendar, alloy library, supplier library and scrap codes, among other com- ponents. Te company chose to only input data applicable to


POK公司生产铁铸件,并为客户提供机加工服务。


准确实施计划的主要要素是时间;然而,历史已经表 明在ERP实施中,期限有可能被打破。这是项目负责人 (或者做决定的人)在项目开始之前需要了解的,以避 免挫败感,而是继续朝着既定的目标努力。 POK公司在软件供应商到公司进行为期一周的初次访 问后,制订了执行计划。这次访问的目的是了解公司, 了解软件的全部功能。


首先,POK公司需要对其业务进行梳理,并对现有 需要保留的全部系统进行评估。当时,该公司计划通过 Excel表格和使用ERP软件系统进行会计和人力资源管 理。该铸造厂也有适当的初级内部可追溯系统。 在了解了新铸造厂ERP软件所有的模块后,POK公司 明确了各实施阶段的目标和成果。该公司选择了继续使 用其现有的软件系统进行会计和人力资源管理,因为铸 造ERP软件没有工资管理的功能,也没有达到墨西哥税 务系统的技术要求。新的ERP软件将只用于生产。


实施阶段 POK公司安装和实施用于生产的新ERP系统包括6个


阶段: 1. 创建库:POK公司认为自动把其他数据库中的数 据导入到新的ERP软件不是个好主意,因为很多数据不 是最新的。


只有对公司了解很深的几个人持此观点,POK公司非 常慎重地选择由谁来输入数据,因为这将为公司的支柱 奠定基础。


在此阶段,POK公司创建了产品库、工艺库、客户 库、销售清单、公司工作日程、合金原料库、供应商库 和废料代号以及其他库。公司选择只输入适用于现有开 放式订单的数据,并根据每一个新的采购订单继续扩充 数据库。


December 2015 FOUNDRY-PLANET.COM | MODERN CASTING | CHINA FOUNDRY ASSOCIATION | 37


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