重慶康明斯ERP實(shí)施項(xiàng)目-v0.1-Leo

DeloitteConsultingChina

ChongqingCumminsDiscussionsDeloitteConsulting

04.03.2013DaWeiWangDirectorTeamIntroductionLilyFuAssociateDirectorJosephBuccilliPartnerJeffDavisPartnerRobertHahDirectorHaoZhuAssociateDirectorStanleyDaiPartnerJohnasonSuManagerAgenda1.DeloitteConsultingChinaOverview2.ChongqingCumminsQuestions3.UnderstandingoftheEngineindustry4.SuccessfulCases5.ChangeManagement

andAdviseDeloitteIntroductionDeloitteGlobal193,400professionalsinnearly150countries$31.3billionUSDglobalrevenuesNo.1ManagementconsultancyNo.1SystemIntegrationconsultancyNo.1OracleSystemIntegrationconsultancyNo.1RiskManagementconsultancyGlobalPresenceAsiaPacificAmericaEurope,MiddleEast,AfricaDeloitteChina13,500professionalsin21cities1,500practitionersinconsulting500OracleconsultantsNo.1OracleSystemIntegrationconsultancyNo.1RiskManagementconsultancyDeloitteConsultingChinaServiceOfferingsStrategy&Operations(S&O)Strategy&GovernanceCustomer&ChannelManagementSupplyChainManagementM&AIntegrationHumanCapitalAdvisoryService(HCAS)TotalRewardsTalentManagement&LeadershipOrganizationalPerformance&CultureHRTransformationEnterpriseApplication(EA)OracleImplementationSAPImplementationFinanceManagement(FM)FinancialStrategy&GovernanceFinancialOperationFinancialServiceIndustry–S&O(FSI-S&O)BaselIIOperationExcellenceRetailBankingandWealthManagementTechnologyIntegration(TI)EnterpriseInformationManagementITStrategy&ManagementSystemDevelopmentStrategyOperationsInformationTechnologyGlobalDevelopmentCentreOffshoreERPImplementationApplicationMaintenanceServiceProgrammeDevelopment(Oracle,SAP,Java)SystemIntegrationTheLeaderPositionofERPServiceProviderinChina“DeloitteispositionedintheLeadersQuadrant…Deloitte'semphasisonbusiness-led

solutionsmakesitagoodfitforenterprisesthatseekinnovativeandcomprehensivesolutionstobusinessissuesrequiringautomationortechnologysupport…ItsrangeofcapabilitiesisbroadyetlocalisedfortheChinesemarket...“Deloitte’sleaderpositionWithin17mainERPconsultingandimplementationserviceprovidersinChina,GartnerstatedDeloitteChinaConsultingPracticeisinLeaderposition.Quotedfrom“MagicQuadrantforERPServiceProviders,China”ByGartnerResearchPublicationDate:August,2013SkillsBreak-upHeadcountWehaveover1500consultantsinChinawithmorethan500whichareOraclepractitionersandwehavesuccessfulimplementationwithclientslikeMcDonald’s,EsteeLauder,ChinaUnicom,Rovi,Cisco,etcEndtoendOracleEBSservice,Hyperion/BI,Peoplesoft,SiebelCRM,JDEFastgrowthprojectionof100%inthenext3yearsDeloitteChinaConsultingcontinuestoinvestheavilyintheChinamarketplacewithtargetedgrowthprojectionsof35%annuallyforthecomingyearsOurfinanceandHRtransformationrelatedsharedservicescenterclientsincludesWal-Mart,Shangri-La,Pfizer,AstraZenecaetcWecloselyworkwithourglobalmemberfirmsforourglobalclientsincludingMcDonald,EsteeLauder,Flowserve,ABS,Canon,NTT,Nissan,Astellas,etcDeloitteConsultingChinaOraclePracticeWeuseGlobalDevelopmentCenterinChinatodeliverhighqualityandcostefficiency,whichhavemanyOracleimplementationqualifications.QuickFactsOver30OracleinstallbasesServingdomesticChinamarket,MNCs,andothermemberfirmsincludingUS,JapanResourceswithexperienceonremotedevelopmentandsupportengagementsMethodsandToolsITILbasedapplicationmanagementprocessesApplicationManagementMethod（AMM）usedforconsistentdeliveryLeveragingfirm’sglobaldeliverytoolsApplicationManagement（AM）-Workbench,

AM-EstimationModel（EM）andAM-ProjectManagement（PM）SkillSetSkillscoveringallOraclemodulesKnowledgeofindustrysolutionsTelecom,MFG,Mining,etcGoodbusinessprocessknowledgeLanguagecoveringEnglish,Japanese,traditionalandsimplifiedChineseBusinessCaseOracleimplementationandRolloutOracleApplicationManagementServicesFocusonlongtermstrategicclientrelationshipsSupportingmemberfirmsinleveragingChinaofficecapabilitiesandinfrastructureEngagementModelDedicatedcapacitywithjointgovernancetoactasanextendeddeliverycenterEngagementsexecutedandmanagedoutofChinaofficesFlexibleSLAcoveringbothshorttermandlongertermpartnershipsGDC

Overview

DeloitteChina

GlobalDevelopmentCentreWeservelocalChinesecompaniesandMNCsinChinawithstrongtrackrecord.WearethelargestOracleimplementationserviceprovideramongmulti-nationalconsultingcompaniesinChina.MarketLeaderinChinaOracleImplementationClientsHCEndUserHCIndustryEBS

Ver.ModulesImplementedTeamSizeCompletionDatesMongolianMiningCorporation50035MiningR12Financials/PM/SCM40On-goingChinaNationalCoalGroup30001000MiningR12Financials/PM/SCM30On-goingAmericanBureauofShipping700600ConsultingR11iFinancials/PA10On-goingTongLingNonferrousMetalsGroup50002000MiningR12Financials/PM/SCM50On-goingChinaUnicom500,0002500TelecomR12Financials/PM/SCM90On-goingMcDonald’s85,0002000ConsumerGoodsR12HCM18On-goingRovi200150HighTechR11iFinancials/iProc/IE72012/04ChinaNonferrousMetalMiningGroup20,000700MiningR12Financials/PM/SCM292011/12Cisco3010NetworksR12Financials/SCM82010/05ChinaConstruction8thEngineeringDivision20,0002000ConstructionR12Financials/CoreHR/Payroll152009/10Flowserve1,400120ManufacturingR11iFinancials/SCM92009/01Zovy

RealEstate2,200300RealEstateR12Financials/CoreHR/Payroll/Performance82008/11ChinaNetcomCommunication380,0001300TelecomR12Financials/PM/SCM282008/03CoastalInternationalHoldings,Ltd.2,000RealEstateR12Financials/SCM72008/02德勤中國OracleERP最新R12版本實(shí)施典型案例中國建筑中國中鐵德勤為眾多裝配制造企業(yè)提供的咨詢服務(wù)服務(wù)范疇客戶關(guān)系管理戰(zhàn)略與組織專業(yè)領(lǐng)域客戶例選戰(zhàn)略與流程梳理客戶服務(wù)呼叫中心客戶數(shù)據(jù)倉庫關(guān)系營銷客戶關(guān)系管理系統(tǒng)實(shí)施組織設(shè)計(jì)客戶價(jià)值分析客戶服務(wù)戰(zhàn)略與信息技術(shù)規(guī)劃信息化戰(zhàn)略電子商務(wù)戰(zhàn)略收購與剝離客戶關(guān)系管理，信息技術(shù)和營銷戰(zhàn)略新興市場/中國戰(zhàn)略銷售與分銷分銷商管理系統(tǒng)分銷商技術(shù)系統(tǒng)戰(zhàn)略性零售系統(tǒng)網(wǎng)絡(luò)應(yīng)用運(yùn)營優(yōu)化收購與兼并生產(chǎn)及運(yùn)營優(yōu)化基礎(chǔ)設(shè)施成本削減運(yùn)輸提前期削減運(yùn)輸車輛排序運(yùn)輸車輛分配運(yùn)輸車輛定位/狀態(tài)顯示供應(yīng)鏈整合電子采購/電子市場德勤主持建設(shè)的類似行業(yè)項(xiàng)目案例集代表性客戶主要服務(wù)內(nèi)容業(yè)務(wù)流程梳理，ERP系統(tǒng)實(shí)施IT規(guī)劃，OracleERP實(shí)施IT戰(zhàn)略規(guī)劃，ERP實(shí)施IT系統(tǒng)診斷與系統(tǒng)選型業(yè)務(wù)流程優(yōu)化，ERP實(shí)施“一攬子”解決方案：運(yùn)營管控、供應(yīng)鏈管理等ERP管理咨詢與IT診斷及ERP優(yōu)化升級(jí)IT應(yīng)用評(píng)估與規(guī)劃，OracleERP實(shí)施業(yè)務(wù)流程優(yōu)化和OracleERP實(shí)施流程梳理與ERP優(yōu)化某農(nóng)用機(jī)械制造商北汽集團(tuán)上海通用

ZMI一汽大眾某大型國有工程制造企業(yè)沈陽鼓風(fēng)機(jī)集團(tuán)股份有限公司中煤能源煤炭機(jī)械集團(tuán)山推股份武漢長飛北方光電集團(tuán)有限公司OracleERP優(yōu)化升級(jí)中國兵器工業(yè)第205研究所信息化規(guī)劃及OracleERP實(shí)施OracleERP實(shí)施中國有色冶金機(jī)械目錄1.DeloitteConsultingChinaOverview2.ChongqingCumminsQuestions3.UnderstandingoftheEngineindustry4.SuccessfulCases5.ChangeManagement

andAdviseCumminsDistributionEngineBusinessPowerGenerationFleetguardHolsetFuelSystemsEmissionSolutionsComponentsGroupCumminsInc.OrganizationInternalResourcesValueChainProcessMappingInformation

(Content,flowandprocess/physicalmedia&platform)StrategyBusinessModelBusinessProcessesCapitalLaborInformationmanagement5-yeargoalTechnologyFinanceProcesses&planningHRprocesses&planningPDMCRMBIERPSCMMESPositionITinthebusinessframework重慶康明斯現(xiàn)有信息化架構(gòu)信息化建設(shè)已形成了以QADERP核心管理系統(tǒng)為主，多個(gè)外圍系統(tǒng)相互配合的信息化架構(gòu)。業(yè)務(wù)變化與流程優(yōu)化涉及對(duì)于任何一個(gè)系統(tǒng)的調(diào)整，都需要充分考慮是否會(huì)對(duì)整個(gè)信息架構(gòu)的影響。生產(chǎn)計(jì)劃加工單產(chǎn)品配置產(chǎn)品配置BOM零件數(shù)據(jù)訂單客戶/分銷商BOM產(chǎn)品信息采購單計(jì)劃/日程質(zhì)量供應(yīng)商信息發(fā)貨EmployeePortal駕駛艙報(bào)表PositionITinthebusinessframework目前信息化架構(gòu)下各系統(tǒng)定位及核心業(yè)務(wù)功能和應(yīng)用狀況系統(tǒng)核心功能應(yīng)用范圍QAD銷售管理、采購管理、庫存管理制造管理、物料需求計(jì)劃、財(cái)務(wù)管理電子數(shù)據(jù)交換應(yīng)用范圍比較廣JIT根據(jù)生產(chǎn)線上發(fā)動(dòng)機(jī)的實(shí)際生產(chǎn)節(jié)拍精確計(jì)算各工位每小時(shí)的物料需求并發(fā)布到WebEDI平臺(tái)，以實(shí)現(xiàn)精確物料配送目前僅部分功能上線MES裝配指導(dǎo)、生產(chǎn)管理、運(yùn)營管理、生產(chǎn)線庫存管理、物料發(fā)運(yùn)、質(zhì)量信息部分故障保護(hù)機(jī)組檔案應(yīng)用范圍比較廣AES在PPIF與ERP之間起銜接作用，將Cummins產(chǎn)品BOM轉(zhuǎn)換為CCEC生產(chǎn)BOM(加貨源后綴)，并按產(chǎn)品管理流程進(jìn)行發(fā)放、變更管理用技術(shù)文檔發(fā)放管理流程管理CCEC技術(shù)文檔按CumminsID-T規(guī)則控制零件的創(chuàng)建及修改按Cummins配置規(guī)則配置產(chǎn)品按CCEC技術(shù)信息安全要求管理、控制技術(shù)文檔、產(chǎn)品數(shù)據(jù)的訪問、輸出應(yīng)用范圍比較廣CCSS按售后服務(wù)工作流程進(jìn)行服務(wù)工作單的管理對(duì)服務(wù)工作單進(jìn)行跟蹤監(jiān)控：7級(jí)報(bào)警跟蹤、地圖跟蹤、現(xiàn)場到達(dá)跟蹤、工作單狀態(tài)跟蹤。對(duì)服務(wù)進(jìn)行滿意度測評(píng)：包括抽查類測評(píng)、服務(wù)類測評(píng)、服務(wù)類二次測評(píng)、ＮＥＩ測評(píng)、ＮＥＩ二次測評(píng)按售后索賠管理流程進(jìn)行售后索賠管理應(yīng)用范圍比較廣BIKPI分析、財(cái)務(wù)快訊、成本分析、其他多種報(bào)表應(yīng)用范圍比較廣QMAX質(zhì)量分析、質(zhì)量控制目前僅部分功能上線VOM銷售訂單自動(dòng)排產(chǎn)、跟蹤銷售訂單生產(chǎn)狀態(tài)應(yīng)用范圍比較廣WEBEDI通過Internet與國內(nèi)供應(yīng)商交互采購單，要貨單，發(fā)貨單，收貨信息供應(yīng)商通過系統(tǒng)打印條碼貨運(yùn)單通過零件檢驗(yàn)狀態(tài)控制預(yù)檢零件發(fā)貨通過Internet與經(jīng)銷商交互配件銷售訂單、發(fā)運(yùn)信息應(yīng)用范圍比較廣EAM設(shè)備維修管理、設(shè)備備件庫存管理、設(shè)備采購管理僅用非常少的功能用友資產(chǎn)管理僅用非常少的功能萬古獨(dú)立的人力資源管理僅用部分功能目錄1.DeloitteConsultingChinaOverview2.ChongqingCumminsQuestions3.UnderstandingoftheEngineindustry4.SuccessfulCases5.ChangeManagement

andAdvise目錄1.DeloitteConsultingChinaOverview2.ChongqingCumminsQuestions3.UnderstandingoftheEngineindustry4.SuccessfulCases5.ChangeManagement

andAdvise公司介紹：沈鼓集團(tuán)是國有大型一類企業(yè)，始建于1934年。目前是國內(nèi)生產(chǎn)規(guī)模最大、技術(shù)力量雄厚、工藝裝備精良、產(chǎn)品質(zhì)量最佳、競爭能力較強(qiáng)、經(jīng)營效能較高、設(shè)計(jì)和制造技術(shù)居國內(nèi)同行業(yè)領(lǐng)先地位的國家重點(diǎn)支柱企業(yè)，是國家通用機(jī)械行業(yè)重大技術(shù)裝備國產(chǎn)化基地。項(xiàng)目介紹：隨著企業(yè)的快速發(fā)展和戰(zhàn)略轉(zhuǎn)型，現(xiàn)有信息系統(tǒng)已無法滿足集團(tuán)化管控需要，無法支撐企業(yè)發(fā)展戰(zhàn)略。為了進(jìn)一步提高企業(yè)管理效率，降低運(yùn)營成本，亟需創(chuàng)新管理方式，打造符合集團(tuán)化管控和企業(yè)內(nèi)控管理需要的信息系統(tǒng)，對(duì)現(xiàn)有ERP為核心的信息系統(tǒng)進(jìn)行全面升級(jí)和改造。成果平臺(tái)OracleERP實(shí)施項(xiàng)目提供了企業(yè)統(tǒng)一的應(yīng)用系統(tǒng)平臺(tái)，建設(shè)產(chǎn)供銷的管理閉環(huán)，實(shí)現(xiàn)到物流、信息流、資金流的管理一體化，實(shí)現(xiàn)多組織模式下財(cái)務(wù)業(yè)務(wù)一體化的集團(tuán)管控需求，強(qiáng)化企業(yè)的精細(xì)化管理能力，以支撐集團(tuán)發(fā)展戰(zhàn)略轉(zhuǎn)型。集成打造信息化集成平臺(tái)，實(shí)現(xiàn)了核心ERP及外圍專業(yè)系統(tǒng)無縫集成。體驗(yàn)通過商務(wù)智能分析平臺(tái)建設(shè)，針對(duì)沈鼓集團(tuán)自身特點(diǎn)和需求，對(duì)各種經(jīng)營指標(biāo)進(jìn)行梳理和開發(fā)，突出企業(yè)的戰(zhàn)略重點(diǎn)和核心競爭力，優(yōu)化提升企業(yè)用戶訪問體驗(yàn)，極大改善原有的“無處尋找”的窘境。成功案例-沈鼓集團(tuán)ERP咨詢與實(shí)施項(xiàng)目-沈鼓為什么要做業(yè)務(wù)流程梳理市場營銷能力有待加強(qiáng)產(chǎn)品創(chuàng)新能力不強(qiáng)回款慢、庫存周轉(zhuǎn)率低成套交付率和合同兌現(xiàn)率低質(zhì)量風(fēng)險(xiǎn)防范能力不足ERP系統(tǒng)實(shí)施范圍為包括沈鼓集團(tuán)及所有下屬子公司Oracle財(cái)務(wù)、人力資源（核心人事）、供應(yīng)鏈、生產(chǎn)、主數(shù)據(jù)管理相關(guān)實(shí)施公司及項(xiàng)目背景介紹關(guān)鍵挑戰(zhàn)項(xiàng)目實(shí)施目標(biāo)項(xiàng)目成果、經(jīng)驗(yàn)/啟示成功案例-沈鼓集團(tuán)ERP咨詢與實(shí)施項(xiàng)目沈鼓集團(tuán)ERP咨詢與實(shí)施項(xiàng)目是以業(yè)務(wù)流程優(yōu)化驅(qū)動(dòng)的ERP系統(tǒng)實(shí)施：以業(yè)務(wù)為導(dǎo)向的流程化管理，承載了組織、崗位、信息、風(fēng)險(xiǎn)、控制、IT系統(tǒng)等現(xiàn)代企業(yè)管理的全部要素和手段。通過建立以流程為導(dǎo)向的管理模式，能夠推動(dòng)公司組織、流程、制度、系統(tǒng)、文化等的全面融合。首先，沈鼓集團(tuán)通過3個(gè)月的時(shí)間，對(duì)集團(tuán)及各部門的業(yè)務(wù)流程梳理，對(duì)信息化現(xiàn)狀與業(yè)務(wù)部門問題進(jìn)行全面系統(tǒng)的診斷與分析；然后，根據(jù)德勤EVM企業(yè)價(jià)值圖，構(gòu)建企業(yè)未來業(yè)務(wù)藍(lán)圖，規(guī)劃信息化總體架構(gòu)藍(lán)圖，并在集團(tuán)總體戰(zhàn)略層面提出可行性建議；最終，通過業(yè)務(wù)流程梳理與業(yè)務(wù)藍(lán)圖構(gòu)建，提出明細(xì)的信息化建設(shè)演進(jìn)路線，并對(duì)信息化標(biāo)準(zhǔn)與規(guī)范進(jìn)行體系設(shè)計(jì)；然后，IT藍(lán)圖與治理體系規(guī)劃最終，形成信息化建設(shè)路線圖首先，業(yè)務(wù)流程梳理0.啟動(dòng)項(xiàng)目1.1沈鼓集團(tuán)戰(zhàn)略解讀與分析1.2沈鼓集團(tuán)核心業(yè)務(wù)流程和信息化現(xiàn)狀分析1.4沈鼓集團(tuán)核心業(yè)務(wù)流程優(yōu)化1.5沈鼓集團(tuán)未來核心業(yè)務(wù)流程藍(lán)圖1.3

通用機(jī)械制造行業(yè)最佳實(shí)踐分析3.1沈鼓集團(tuán)信息化演進(jìn)路線設(shè)計(jì)3.2沈鼓集團(tuán)信息化建設(shè)投資概算3.3沈鼓集團(tuán)信息化標(biāo)準(zhǔn)編碼體系設(shè)計(jì)2.2沈鼓集團(tuán)信息化總體架構(gòu)規(guī)劃2.3沈鼓集團(tuán)信息化治理體系規(guī)劃2.1沈鼓集團(tuán)信息化總體戰(zhàn)略312123啟動(dòng)成功案例-中國兵器工業(yè)北方光電集團(tuán)公司介紹：中國兵器工業(yè)北方光電集團(tuán)創(chuàng)建于1962年，其擁有代表國內(nèi)先進(jìn)水平的實(shí)驗(yàn)室，研發(fā)出一大批代表國內(nèi)最高水平的光電產(chǎn)品，是專門從事光、機(jī)、電、算、控一體化研究，服務(wù)于陸、海、空多軍種的光電系統(tǒng)總體工程研究所。項(xiàng)目介紹：隨著軍工行業(yè)的數(shù)字化工程戰(zhàn)略轉(zhuǎn)型，第XX所需要大力加強(qiáng)管理信息系統(tǒng)建設(shè)，希望借此提高提高科研項(xiàng)目、生產(chǎn)資源、工藝技術(shù)的統(tǒng)一管理能力，實(shí)現(xiàn)對(duì)全所各項(xiàng)業(yè)務(wù)的綜合管理和重大決策技術(shù)支持，動(dòng)態(tài)掌握業(yè)務(wù)整體運(yùn)營情況。成果平臺(tái)通過OracleERP系統(tǒng)搭建全所統(tǒng)一的應(yīng)用系統(tǒng)平臺(tái)，打通研、產(chǎn)、供、銷、財(cái)務(wù)、人事環(huán)節(jié)，實(shí)現(xiàn)到物流、信息流、資金流的管理一體化，圍繞科研試制與軍品生產(chǎn)兩大核心建立項(xiàng)目制造管理模式。集成建立ERP核心系統(tǒng)與PDM系統(tǒng)、質(zhì)量管理系統(tǒng)、基礎(chǔ)數(shù)據(jù)庫、掃描設(shè)備等多應(yīng)用系統(tǒng)之間的集成。體驗(yàn)通過對(duì)經(jīng)營數(shù)據(jù)的歸納與分析，在ERP平臺(tái)中有針對(duì)性的借助多種形式展現(xiàn)，從而對(duì)業(yè)務(wù)管控和戰(zhàn)略決策提供有效幫助。建立按項(xiàng)目進(jìn)行追溯的供應(yīng)鏈管理體系梳理關(guān)鍵業(yè)務(wù)流程，構(gòu)建邊設(shè)計(jì)邊生產(chǎn)的業(yè)務(wù)模式需要通過信息化手段加強(qiáng)對(duì)業(yè)務(wù)的縱深管控需要對(duì)信息化進(jìn)行頂層設(shè)計(jì)和體系策劃通過ERP軟件平臺(tái)的建立及管理設(shè)計(jì)思想的應(yīng)用，集成科研、試制、生產(chǎn)、供應(yīng)、銷售、財(cái)務(wù)、人力資源全價(jià)值鏈管理，提供從設(shè)計(jì)到生產(chǎn)、銷售及售后等完整價(jià)值鏈管理，建立精益的全價(jià)值鏈的供應(yīng)鏈管理和成本核算分析管理體系。公司及項(xiàng)目背景介紹關(guān)鍵挑戰(zhàn)項(xiàng)目實(shí)施目標(biāo)項(xiàng)目成果、經(jīng)驗(yàn)/啟示中國兵器工業(yè)北方光電集團(tuán)業(yè)務(wù)特點(diǎn)為按照供貨合同或科研項(xiàng)目立項(xiàng)，以項(xiàng)目為單位進(jìn)行設(shè)計(jì)研發(fā)，根據(jù)項(xiàng)目進(jìn)度要求邊設(shè)計(jì)邊生產(chǎn)，在供應(yīng)鏈活動(dòng)中按項(xiàng)目進(jìn)行追溯，直至產(chǎn)品交付結(jié)項(xiàng)，結(jié)項(xiàng)后按項(xiàng)目進(jìn)行利潤核算銷售合同產(chǎn)品設(shè)計(jì)生產(chǎn)計(jì)劃物資采購生產(chǎn)制造質(zhì)量檢驗(yàn)銷售發(fā)貨財(cái)務(wù)核算PW1W2A1A2A4M1P1M1P2P3R1R2A3項(xiàng)目解決方案CADPDMTCM到期日按照項(xiàng)目產(chǎn)生物料需求創(chuàng)建工藝路線標(biāo)準(zhǔn)工藝路線的查詢/復(fù)制BOMItemRoutingMPSMRP主生產(chǎn)計(jì)劃物料需求計(jì)劃RCCP

CRP粗略產(chǎn)能計(jì)劃能力要求計(jì)劃MPSItemMPS,MRPItem采購請(qǐng)求生產(chǎn)單號(hào)采購訂單收貨/發(fā)貨齊套檢查工單和生產(chǎn)質(zhì)量管理成本管理人員、機(jī)器、物料和方法計(jì)劃PO/INVWIP項(xiàng)目項(xiàng)目項(xiàng)目項(xiàng)目項(xiàng)目中國兵器工業(yè)北方光電集團(tuán)關(guān)鍵方案展示—項(xiàng)目制造解決方案公司介紹：山推工程機(jī)械股份有限公司是中國生產(chǎn)、銷售鏟土運(yùn)輸機(jī)械、壓實(shí)機(jī)械、路面機(jī)械、建筑機(jī)械、工程起重機(jī)械等主機(jī)及工程機(jī)械關(guān)鍵零部件的國家大型一類骨干企業(yè)，全球工程機(jī)械制造商50強(qiáng)、中國企業(yè)500強(qiáng)。2011年山推實(shí)現(xiàn)營業(yè)收入147.02億元，擁有12家控股子公司和2家參股子公司。項(xiàng)目介紹：本次一期項(xiàng)目信息化規(guī)劃為適應(yīng)集團(tuán)/股份多元化、國際化戰(zhàn)略需要，全面整合孤立的多業(yè)務(wù)和財(cái)務(wù)系統(tǒng)，在一個(gè)平臺(tái)上實(shí)現(xiàn)業(yè)務(wù)財(cái)務(wù)橫向貫通，集團(tuán)/股份對(duì)下屬事業(yè)部在研發(fā)、采購、營銷、制造、質(zhì)量和財(cái)務(wù)的戰(zhàn)略經(jīng)營管控，有效支撐公司跨越式快速發(fā)展。以推土機(jī)事業(yè)部為試點(diǎn)構(gòu)建整機(jī)精益一體化管理模式；二期傳承一期管控特色，構(gòu)建零部件精益一體化管理模式。公司管控模式正從部門/工廠型轉(zhuǎn)變成集團(tuán)型，急需對(duì)山推相關(guān)職能部門的管理職能明確定位，支持企業(yè)的發(fā)展轉(zhuǎn)型與變革各事業(yè)部的業(yè)務(wù)系統(tǒng)及公司級(jí)財(cái)務(wù)系統(tǒng)各自都形成信息孤島，無法實(shí)現(xiàn)信息共享，不能有效支撐公司跨越式快速發(fā)展的需要管理多個(gè)獨(dú)立系統(tǒng)且版本不一，需要投入大量的技術(shù)力量，IT管理成本居高不下構(gòu)建“橫向貫穿，縱向管控”的財(cái)務(wù)業(yè)務(wù)一體化信息化平臺(tái)建立以財(cái)務(wù)和供應(yīng)鏈管理為核心的企業(yè)縱向管理平臺(tái)，提高企業(yè)對(duì)下屬多家單位的集中資源管理能力建立整機(jī)生產(chǎn)模式，提高生產(chǎn)制造業(yè)務(wù)的精細(xì)化和規(guī)范化推動(dòng)山推股份在財(cái)務(wù)、供應(yīng)商、客戶、物料清單、物料等方面的標(biāo)準(zhǔn)化體系的建設(shè)成果平臺(tái)系統(tǒng)整體架構(gòu)及實(shí)施方案綜合考慮整機(jī)/零部件不同板塊的現(xiàn)在與未來業(yè)務(wù)模式，具有很強(qiáng)的擴(kuò)展性和前瞻性；性能PDM與ERP無縫集成，實(shí)現(xiàn)設(shè)計(jì)到發(fā)放及變更流程平臺(tái)化處理；高級(jí)供應(yīng)鏈計(jì)劃運(yùn)行模式執(zhí)行及各事業(yè)部生產(chǎn)執(zhí)行與質(zhì)量體系監(jiān)控系統(tǒng)化與自動(dòng)過程平臺(tái)跟蹤，與營銷服務(wù)平臺(tái)集成、財(cái)務(wù)與業(yè)務(wù)一體化實(shí)現(xiàn)，系統(tǒng)性能穩(wěn)定；體驗(yàn)通過項(xiàng)目實(shí)施每個(gè)階段高層匯報(bào)，中高層領(lǐng)導(dǎo)參與業(yè)務(wù)藍(lán)圖與流程方案并建立匯報(bào)考核，落地風(fēng)險(xiǎn)評(píng)估，建立保障組織，中高層領(lǐng)導(dǎo)落實(shí)方案落地執(zhí)行，感知并體驗(yàn)平臺(tái)帶來的變革與管理提升，積極主導(dǎo)以流程驅(qū)動(dòng)的業(yè)務(wù)方案的實(shí)施與落地運(yùn)行，增加業(yè)務(wù)操作層體驗(yàn)，切實(shí)感受了系統(tǒng)帶來的各方面的提升，及時(shí)適應(yīng)與做好應(yīng)對(duì)措施。成功案例-山推股份OracleERP咨詢與實(shí)施項(xiàng)目公司及項(xiàng)目背景介紹項(xiàng)目成果、經(jīng)驗(yàn)/啟示關(guān)鍵挑戰(zhàn)項(xiàng)目實(shí)施目標(biāo)山推股份OracleERP咨詢與實(shí)施項(xiàng)目關(guān)鍵方案點(diǎn)展示-主數(shù)據(jù)管理創(chuàng)新產(chǎn)品設(shè)計(jì)產(chǎn)品生產(chǎn)產(chǎn)品運(yùn)用工藝數(shù)據(jù)工藝人員工藝路線工藝設(shè)計(jì)材料定額工裝設(shè)計(jì)生產(chǎn)數(shù)據(jù)生產(chǎn)計(jì)劃調(diào)試檢驗(yàn)物料需求驗(yàn)收入庫外協(xié)外委物料配送采購人員制造人員包裝發(fā)運(yùn)外協(xié)訂單物料檢驗(yàn)生產(chǎn)作業(yè)運(yùn)用數(shù)據(jù)營銷售后人員維修管理服務(wù)管理備件管理新品方案新增變更物料設(shè)計(jì)數(shù)據(jù)設(shè)計(jì)人員產(chǎn)品配置變型設(shè)計(jì)新品設(shè)計(jì)產(chǎn)品需求PDM平臺(tái)ERP平臺(tái)DMS平臺(tái)打破舊研發(fā)設(shè)計(jì)理念，走面向制造的設(shè)計(jì)道路，縮短新產(chǎn)品上市時(shí)間以設(shè)計(jì)為主導(dǎo)、價(jià)值鏈為驅(qū)動(dòng)的主數(shù)據(jù)閉環(huán)管理，實(shí)現(xiàn)一體化、服務(wù)化、協(xié)同化數(shù)據(jù)服務(wù)模式統(tǒng)一標(biāo)準(zhǔn)、規(guī)范流程、長效機(jī)制的主數(shù)據(jù)管理體系，夯實(shí)制造企業(yè)數(shù)字化管理基礎(chǔ)1.DeloitteConsultingChinaOverview2.ChongqingCumminsQuestions3.UnderstandingoftheEngineindustry4.SuccessfulCases5.ChangeManagement

andAdvise目錄OurChangeManagementconsistsoffivekeyareasoffocusthroughoutthisimplementation國內(nèi)企業(yè)管控7個(gè)方面（實(shí)施方法論7個(gè)方面）Deloitte281234Whoarethekeyleadersandstakeholders.Whichareas(e.g.specificlocations,functionalareas)mayexperiencethegreatestchallenges.Dokeyleadersunderstandthebusinesscaseforchange?Doleadersactasproponents?Howwillthechangesimpactdifferentstakeholder.Doemployeesunderstandwhythechangeishappeningandhowitwillhelpachieveitsvision?Whatarethebestchannelsandmeanstocommunicateeffectivelywithin?WhatinformationdoendusersandothertargetedstakeholdersneedtoknowtobeabletomakeinformeddecisionsandtoincreaseadoptionoftheOracleR12system.DowehavetherightcapabilityandcapacitytosucceedwiththisERPimplementation?AreleadersandemployeesreadyforthefuturestateenvironmentasaresultofthisERPimplementationproject.Dowehavetherightfeedbackloopsandmeasuresinplacetounderstandtheeffectivenessofourchangetacticssotheycanbemodifiedasneeded?Doweunderstandtheimplicationsofkeychangeimpactsonroles?Willpeoplehavetheskillsandknowledgeneededtoperformtheirjobsinthefuturestate?Doweunderstandthebehavioralchangeneededtosustainthebenefitsderivedfromkeyimpactareas?Howdowebestdelivertrainingandensureknowledgetransfertosustainchanges.Whyissustainingthechangeimportant?Howdoweensurenewbehaviorssustainedonalong-termbasis?Whatarethemechanismsofsustainingchange?StakeholderAssessment&ChangeImpactAssessmentCommunicationChangePlanning&MonitoringEndUserTraining&KnowledgeTransferSustainingtheChange5WewillanalyzetheimpactofthreetypesofchangestoenhancefurtheractivitiesforstakeholdergroupsDeloitte29DocumentingchangeimpactsidentifiestheamountofchangerequiredofemployeesduetotheOracleR12Implementation.Assessmentresultsareusedtodeterminewhichrolesandprocessesareimpacted(andinwhatways)byneworrevisedbusinessprocessesandthenewtechnology.PROCESSPEOPLETECHNOLOGYChangeinthewaytheworkgetsdone(process/policy)ChangeindatasourcesorinputsChangeinreportsoroutputsChangeinworkfrequencyChangeincommunicationorinteractionChangeimpactingsuppliersorvendorsChangeintheskillsrequiredtoperformjobactivitiesChangeinthetasksperformedbyaroleorposition(addedtasksanddeletedtasks)ChangethatrequiressignificantadditionaltrainingChangeinbehaviororcultureChangefromamanualtasktoautomatedortechnologysupportedtaskChangeinthesystemusedtocompleteworkprocessesChangeintheinterfacesbetweensystemsTrainingprogramwillbedevelopedusinginformationgatheredinanalysiswithpre-designedapproachDeloitte30TrainingDevelopmentProcessEnableuserstoperformtheirrolesusingthenewprocessesandsystemsEnsureappropriatenessandcosteffectivenessoftheTrainingProgrambyconcentratingonthecriticalandessentialeducationrequiredDeliverthetraining“justintime,”orasclosetothego-livedateaspossibleProvidesamplehands-onactivitiesandpracticetimetohelpuserslearnBuildaTrainingProgramthatincorporatesreal-lifeexamplesfortheuserEducateendusersonhowtoobtainadditionalinformationforpostgo-livesupportTrainingObjectives&GuidingPrinciplesTrainingNeedsAnalysisEndUserTrainingCurriculumCourseOutlinesCourseMaterialsPublishandDistributeTrainingInstanceQualityreviewswithFunctionalTeamTargetAudiencesRolesTrainingExercisesInstructorGuidesJobAidsParticipantGuidesProcessDocumentsOracleTrainingEnvironmentPracticeEnvironmentProcessDesign;BusinessRoles;OrgCharts,etc;Business;ProcessDesign;ProcessMapsSystemConfigurationInputsOutputsToensurenewwaysofworkingandbehaviorsareappropriatelyembedded,weneedtosustainthechangeDeloitte31Oursustainmentapproachisdesignedtofocusonengagingemployeesearlyintheimplementationprocesstohelpdevelopsupportofthechangesandbegintodevelopskillsrequiredtosupportthechangesaftergo-live.Avarietyofmechanisms,leveragingnotjustthechangeteam,couldbeusedtohelpsustainthechange.Pre-GoLiveEncouragingenduserparticipationinUserAcceptanceTesting(leadbytheFunctionalTeam)LeveragingsuperuserstohelpcoachandtrainotherstofurtherfacilitateacceptanceoftheimplementationEnsuringthatDeloitteknowledgeisappropriatelytransferredtospecificprojectmembersandkeystaff.Buildingthecapabilitytohandletier1Oracle-relatedinquiry.Post-GoLiveMakingtheprojectteamavailablepost-implementationtosupportemployeesandreinforcenewprocessesandbehaviorsProvidingon-goingcommunicationfromleadershipthatfocusesonthebenefitsandsuccessesoftheimplementationCo