existing open orders. It continues to expand these libraries with each new purchase order. 2. Appointing an ERP Master: Tis was harder than expected and still something POK is trying to achieve. It is common for the people involved in the early stages of implementation to be key personnel for the company, but because they are important assets, it’s logical that they have their hands full already. POK has found it tricky to maintain a project leader who can dedicate most of his time to the ERP project. 3. Testing the Software: Before inputting real data, POK tested the system for any issues or bugs. Several were found and reported to the software designer, who responded quickly and efficiently to the issues. Often, onsite visits served for proper documentation of the bugs and an update was released shortly after they left. 4. Getting Ready to Go Live, Take 1: After build-
ing the foundations and testing the system, it was time to input real data. At POK, many individuals would be using the ERP system. In August 2012, the company presented the system to supervisors and asked them to form teams of who would be responsible for performing a physical inven- tory and data input. After training sessions, the plant stopped activities from a Friday morning through Monday morning to
2. 指定专人维护ERP：这是比预期更困难，而且 POK公司仍要努力实现的目标。通常，参与项目早期阶 段实施的人是公司的关键人才，正因为他们是公司宝贵 的人才，逻辑上他们手上的工作已经很饱满了。 POK 公司已经意识到，确定一名将大部分时间用于ERP项目 的项目负责人是很棘手的。 3. 软件测试：在输入实时数据之前，POK公司完成 了对系统出现问题或错误的测试。一些问题已被发现并 报告给软件设计人员，他们迅速反应且高效地解决了问 题。通常，现场服务处理了错误文件，在服务人员离开 后，升级文件很快被发布。 4.准备使用，第一步：构建基础并测试系统后，就要 输入实时数据。在POK公司，许多工作人员将使用新的 ERP系统。2012年8月，ERP系统的设计公司向管理者 展示了该系统，并要求他们建立负责进行实物盘点和数 据输入的团队。
培训课程结束后，该厂从周五上午到下周一上午进行 了停产盘点。
当盘点完成后，POK公司遭遇了巨大的挫折。当铸件 Considerations When Implementing ERP
• Upper management must be fully convinced the project is important, and although time is of the essence, time is not the only crucial feature when implementing an ERP—determining and achieving your objectives is.
• Have an enthusiastic, proactive project leader. • Involve few key people at first. Once the foundation is set, create a buzz and make the implementation a big deal.
• Give ownership to key players and hold them accountable. • Don’t just “dump” information into your new database; be sure to debug.
• Have proper consulting; they know their system better than you but remember that you know your company better than they do. When possible, it is better to make the system adapt to your procedures, rather than changing the way you do things.
• Set checkpoints. The project is bound to change because there is no one correct way of implementing an ERP. Be sure to update your objectives.
• Watch out for language barriers and computer illiteracy. • The only way of really getting people “onboard” and excited is for the system to benefit them. Be sure to explain the ultimate goals, but make sure to show them results on the way.
• Continue to improve your ERP; remember it should always emulate what you are doing in “real life.”
实施ERP项目的注意事项 • 高层管理人员必须充分相信项目的重要性，虽然时 间就是生命，实施ERP项目中，时间并不是唯一重 要的特征，确定和实现自己的目标同样重要。
• 需要有热情，积极主动的项目负责人。 • 首先几个关键的人达成共识。一旦基础确立，创造 环境并实施就非常重要。
• 给关键岗位的人附有所有权和责任。 • 不要只是“堆砌”信息到新的数据库；一定要保证 数据的有效性。
• 有适当的咨询；因为供应商比你更了解他们的系统，但要 记住，你比他们更了解公司的业务。如果可能的话，最好 是使系统适应你的业务，而不是改变你的做事方式。
• 设置检查点。ERP项目实施肯定需要调整，因为实 施过程没有完全正确的方法。一定要更新自己的目 标。
• 注意语言障碍和电脑知识匮乏。 • 真正让人们愿意使用系统，唯一的办法是在使用系 统中受益。务必要阐明最终目标，而且要随时告知 阶段结果。
• 持续改进所使用的ERP系统；让它总是模仿你的 “ 实时”工作。
December 2015
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