联想erp联想执委会交流会 预览

联想执委会交流会—九九八年八月十三日中国，北京集团管理的方式能

适合子公司的要求吗？能把目标细化吗？能把效益量化吗？?现在做ERP是不是时候呢？与国外的差距怎么样的依据呢？做BPR时我们怎样能保证各子公司的需求得到充分考虑？SAP与联想的战略是什么的关系?如何保证统一？既然有差距，怎样控制风险?实施策略与范围的依据是什么？我们能对咨询队伍的资源承诺能信任吗？如何才是最有效的决策流程？近来联想对我们提出了一些问题:会议目的:Meeting

Goal我们期望通过这次讨论式的会议来分享我们的经验和增进了解。我们相信不少问题的答案将能从我们的讨论中找到，或有助于讨论其余下的问题。We

would

like

to

use

this

meeting

as

a

forum

to

share

ourexperiences,

increase

mutual

understanding,

and

helpaddress

remaining

concerns.我们以这个目标为主导设计了以下的议题:湛立泉联想SAP实施战略与方法Legend

SAP

Implementation

Approach

and

Methodology实施战略实施工作方法SAP

Enabled

BPR概念与工作过程湛立泉/刘建保持项目与企业目标的一致Change

Imperative

and

Business

Case保持目标的一致效益量化效益量化的工具：ValuePrint我们的推荐Cont.3.在全球市场中计算机企业面对的挑战和机会Steve

Allen/Ron

ChapmanChallenges

and

Opportunities

Facing

Computer

Manufactures

in

theGlobal

Marketplace实施队伍背景 湛立泉/刘建Deloitte/SAP

Implementation

Team

Qualifications

and

Profile其他议题/QA 湛立泉/刘建Selective

Issues

and

Topics1.联想SAP实施工作战略与方法1.1联想SAP实施工作战略The

FastTrack

4SAP

methodology

can

accommodate

all

levels

of

reengineeringeffort.

There

are

three

primaryreengineeringpossibilities

in

anSAP

R/3

implementation

project.Major

Business

Transformationemphasizes

dramatic,

breakthrough

improvements

withthe

SAP

R/3

application

as

the

technologyenabler.

Thistype

ofreengineering

typically

affects

an

organization

across

functions

and

departments.Incremental

Process

Improvement

focuses

onproactivelyredesigning

individual

business

processes

to

improve

their

performance

with

SAP

R/3as

the

technology

enabler.System

Replacement

simply

replaces

SAP

R/3

with

an

organization抯legacy

systems.In

this

case,the

only

business

redesign

issues

addressedare

those

required

to

implement

SAP

R/3.No

two

projects

will

be

alike

because

each

enterprise抯business

requirements

are

unique,however

every

project

will

be

based

on

at

least

one

ofthese

scenarios.The

methodology

is

builtto

be

flexible

and

can

accommodate

the

special

needs

of

any

organization.我们所推荐联想采用流程循序改进的实施方式：–方案一-主要业务转变-流程循序改进–方案三-系统更换联想–方案二ERP实施的现实模型：战略流程技术项目管理实施工作方法教育和培训变革管理

流程和系统的整体化技术基础业务专长Strategy

Transformation:ICS

conducts

a

business

case

analysis

to

review

client抯current

strategies

and

define

new

ones

that

maximize

SAPsoftware抯functionality.Business

Strategy

Assessment

and

DevelopmentIndustry

and

Competitive

Benchmarking

IT

strategy

alignment

anddevelopmentEconomic

business

case

analysisProcess

Transformation:

ICS

provides

business

process

reengineeringservices

for

implementing

business

process

change

inclient

organizations.ICS

helps

clients

explore

the

issues

critical

to

the

success

of

such

an

effort.Use

our

SAP

implementation

and

business

process

reengineering

expertise

to

redesign

and

improve

business

processes

concurrentlywith

SAPimplementation,

develop

new

management

systems,

and

streamline

your

organizationAccess

our

knowledge

of

industry

and

SAP

benchmarks

to

ensurecompetitivenessTechnology

Transformation:The

cornerstone

of

technologytransformationis

SAP.ICS

can

work

withclients

to

be

sure

that

the

client抯technicalenvironment

exploits

the

power

of

SAP

software

and

addresses

all

aspects

necessary

for

success.Ensure

client抯technical

environment

exploits

power

of

SAP

and

supports

the

client抯transformationplans.Use

these

services:Process

andsystemconfiguration,Legacy

system

transformation,Hardware/software/network

architecture

development,SAP

benchmarking

and

bestpractices

expertise,ICS?End

User

Training

services

for

rapid

knowledge

transfer

and

quick

self-sufficiency.策略转变,如公司的策略能更有效地建立在客户的要求业务焦点/强处，和外部因素的基础之上。能在众竞争者区别开来。提高对市场变化作出迅即反应的能力。对流程变革提出要求和方向。流程转变，如增加客户满意程度。增强控制和计划的能力增进岗位责任制和队伍专业化最佳管理模式减少库存技术转变，如更低成本的维护技术基础设施能更灵活支持业务正增长与业务需求改变的应用程序和硬件降低应用程序的开发和集成成本ERP带动的转变:?1996

Deloitte&

Touche

Consulting

Group/ICSAllrightsreserved.我们相信“小r”方式是联想的最佳选战略流程技术时间“大R”大型流程改组“小r”流程改进系统替代$“流程改进”的循序渐进的SAPEnabledBPR方式在综合流程的稳固基础上建立更新的效能:Integrated

processBasic

best

practicesImproved

integrated

processFurther

best

practicesSAP

module

basic

processSAP

advanced

features流程SA

PCompetitive

edge

practiceSAP

centric

integrated

solutions相对于现状的变革程度Non-integrated

process揜允许一步一步地消化改变TimeAdditionalelementsoffunctionalitytobedesignedandimplementedintosecond"wave"

ofimplementationElementsof

SAPandnon-SAPfunctionalitywewilldesignandimplementinthefirst"wave"

ofimplementationFunctionalityRelease

AThe

"Vision"

defines

the

long-term

destinationThe

"Release"Beyond

defines

the

wave

and

timing

of

implementationRelease

B风险控制缺少集成数据MIS系统的基础与国际大高科技企业管理有一定的差距Change

Readiness较低：缺少使用大规模的系统经验流程方面的观念较薄弱基层领导需要相当的认识统一和教育策略和组织灵活多变这是—个得到验证的有效途径效果比较快出现:提高信心我

们

推

荐

的

依

据

：推广顺序:我们推荐核心系统/推广的方式...流程重组策略主

流

程

/ 流

程

的

范

围流程标准化的程度实施的复杂程度技术上的策略技术解决方案(SAP,Legacy,Bolt-on)SAP模块和子模块的选择现有系统及可能界面的数目和复杂性组织机构的范围地理位置生产销售渠道产品我

们

考

虑 了...核同心联系想统的/推广是一个广泛应用的有效方法路线相一致北推京广是平显台而易见的项目选择地及最初LCS

PP的复杂性要求额外的时间(LCS具有Planning

Without

Final

Assembly

MRP模式，同时需与

SD

Assembly

Processing集成)第二阶段推广到香港和深圳，因为香港是作为—个供应和管理的中心。深圳的地理位置邻近香港，业务上相关联，并便于善用项目资源。其他关键依据...1.2联想SAP实施工作方法Describe

the

Phase/Thread

concept,

list

ThemesDescribe

Module

Map信息技术流程与系统集成领导改革培训和文档项目管理评估范围期望测试和计划和确定指标流程重组系统设置和交付Testing

andDeliveryConfiguration流程重组和SAPRedesign联

想

核

心

系

统

项

目

分

为

5

个阶

段

和

6

个

线

索

:5En8d-User

Training

and

DocumentationEnd-User

Training

and

Documentation

Development

and

DeliveryData

Design

andMannaggemmenntStakeholder

and

End-User

PreparationEnd-User

Training

and

DocumentationAnalysiAs

ananndadaDlesyigsn

is

and

DesignProgram

Planning

and

ManagementIntegration

Management

and

Quality

AssuranceImplementation

StrategyInitiative

RationalizationImplement

Processes

for

PackagesSAP

Organizational

ModelPrototype

and

Simulate

for

Packages

SAP

Gap

SIAPdGaeaepnIdtenitiffiicactiaontaninidoRensoluauatininondnd

ResolutionInternal

Assessment

and

Scope

for

PackagesProcess

Design

for

PackagesscriptingConfiguration

and

Unit

TestData

DDeessiign

andManagementIntegration

TestAcceptance

Test

and

Parallel

OperationsAssessmentTechnology

Support

Strategy

and

TestingTechnologTyechnSnSoluluogpgpypSuopprortt

OrOgarnigzaatinoniDezezveaealototpmimienonotn

DevelopmenTtTechnologyTecShnuolpogpy

SoSouprprpototrt

OOOOrgrgrangngizazaatntnioioinzImapltemienotantionInImplementationDataDaItamImpmppllllememeenmnmtaeaetininontntationPerformance

Planningand

ManagementTechnology

InfrastructuTreechnology

InfrastructureTechnologTeyeychnIolnogfy

IrIrnfafarasassttttrururctutuurcrcetImuplremeentaIaItimimonpnplementation

Contingency

Testing

andAssessment

Requirements

Operations

TurnoverIntegrity

AssessmentIntegrity

Risks

and

ExposuresSecurity

AuthorizationsInteIngngterergririittttyyDesiDiDgnenesignIntegrity

ConfiguratioIntegrity

ImplementationProject

Team

BuildingStraEtnedg-yUser

Training

and

Documentation

StrategyProject

Team

Training

Project

TePraraojmjmectTTereramamaTiraniniinng

DgDgeveDloepmvenet

alalndodoDpelmiveerny

t

and

DeliveryScopingand

PlanningVisioningandTargetingRedesign

ConfigurationTestingandDeliverySoftware

Development

Software

Development

Planning

and

SpecificatioSnosftware

Development

Software

Implementation我们的方法论是以应付工作推动进展(Deliverable

Oriented):报告计划评估范围和计划的–细化项目范围–项目的组织结构–细化项目计划–改变管理评估–培训策略及计划–宣传沟通策略及项目小组培训Scoping

and

PlanningDeliverables:TaskProject

PlanStartFinisRhesourcey评St估ud范围和计划的报Repo告rt内部评估集成管理和QA流程评

估

范

围

和

计

划

阶

段

的

核准

与 批

准继

续下一

阶段Scoping

and

Planning

Deliverables(cont.)TaskProject

PlanStartFinisRhesourcey评St估ud范围和计划的报Repo告rt内部分析及As-Is

Model外部评估流程期望流程指标高层次的SAP

Gap解决评估培训和教育分析与计划SAP组织结构设计期望及目标阶段的核准Visioning

and

TargetingTo-Be

Model组织结构的调整的分析SAP

Fit/Gap分析和解决方案数据转换策略基层管理教育准备新流程过渡计划软件开发计划与设计SAP安全性和授权方案最终用户培训To-Be工作/职责分析流程再设计阶段的批准Redesign

DeliverablesSAP系统配置和单元测试软件的开发集成测试计划数据实施计划投产系统IT支持的程序基层管理教育SAP授权Profile最终用户课程及文档准备系统配置阶段核准Configuration

DeliverablesTesting

and

DeliverySAP集成测试最完终成用数户据培转训换实程施业务组织结构和流Pre-Implementation

QA启用SAP

R/3正式系统初启用的支持实施完毕后的审核项目核准测试及交付系统设置期

望

和

确 流

程

再

设计定

指

标评估范围和计划测度，管理，监督和报告状况计划和准备建立流程开发和执行工作计划项

目

管

理

轨

道测试及交付系统设置期

望

和

确 流

程

再

设计定

指

标评估范围和计划鉴别要求非生产环境的建立生产环境的准备测试和实施IT

轨道测试及交付系统设置期

望

和

确 流

程

再

设计定

指

标评估范围和计划评估和确定范围分析和设计开发实施Process

and

Systems

Integrity

轨道Change

Management

轨道期望和确定指标评估范围和计划系统设置测试及交付流程再设计Stage

IStage

IIStage

IIIEducation

programdeliveryLeadershipPreparationCommunicationEducationInfrastructureSupportStrategy

and

PlanStakeholderEnrollmentOwnership

TransferAssess

organizational

impactneedsStrategy

and

PlanEducation

programdesignStage

I:Setting

aClimate

forChangeLeadership

CommitmentStage

II:Engaging

&

Enablingthe

Whole

OrganizationMobilizing

theOrganizationStage

III:Implementing

&

SustainingNew

WaysSustainedCommitmentIdentify

realignment

Organizational

InfrastructureAdjustment

Delivered测试及交付系统设置流程再设计期望和确定指标评估范围和计划需要的评估分析设计开发实施评估培

训

和

文

档

轨道教育/培训针对不同对象：基层管理项目功能小组IT技术人员核心用户最终用户功能支持和Helpdesk最

终

用

户

培

训

课

程针对业务的每一作业程序和系统操作?

Production

Orders为什么需要变革课程概观和SAP的基本原理业务流程概观业务流程最终用户的作业培训训练有素的现场小组主管和现场用户训练有Deloitte/SAPConsultantKnowledgeFormal

TrainingSystem

TestingDoing

&

Learning素的教Know员ledgeAcquired

By:Team

Structureand

Knowledge知识转移并非偶然事故地而发生，

而是因为它是我们工作方式的一部分

。项目工作和培训1.2

SAP

Enabled

BPR概念与工作过程测试及交付流程再设计Con系fig统ura设tio置n期望和确定目标评估范围和计划评估范围和计划强制性的变革•期望和确定目标As-Is模型系统设置实施计划集成测试计划•集成测试业务和系统的实现与交付To-Be流程To-BeOrganization(Adjustment)业

务

流

程

重

组

和

SAP

轨

道战略上的计划和决策战术上的计划和决策操作上的计划和决策业务展望)SAP及其有关业务流程主要在操作层次上；有些流程在战术上。Perf11or00mRequisitionApprovalProcesstoSupplier

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P50.2IndustryPrint

helps

integrate

Reengineering

&

technology

in

one

toolwhile

still

takinginto

account

the

unique

views

of

Industry,

Business

Process,and

ERP

Package.We

ensure

the

client

gets

the

most

for

the

money

by

not

spending

the

first

couple

months

deciding

what

to

call

things,

etc.The

map

to

SAP

helps

bridge

betweenBPR

(process-centric)

work

into

SAP

functionalmodule

work.The

common

language

helps

our

practitioners

fromdifferent

disciplines

work

from

the

same

understanding-i.e.,whenBPR

is

over

&

we

areready

to

move

into

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won抰revisit

half

of

the

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P50.1

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P50.24TO-BE

MODELLegendPrint环境因素SAP产品知识我们利用Iterative的Redesign工作方式，以保证SAP中的流程再设计是有效的IndustryPrint

helps

integrate

Reengineering

&

technology

in

one

toolwhile

still

takinginto

account

the

unique

views

of

Industry,

Business

Process,and

ERP

Package.We

ensure

the

client

gets

the

most

for

the

money

by

not

spending

the

first

couple

months

deciding

what

to

call

things,

etc.The

map

to

SAP

helps

bridge

betweenBPR

(process-centric)

work

into

SAP

functionalmodule

work.The

common

language

helps

our

practitioners

fromdifferent

disciplines

work

from

the

same

understanding-i.e.,whenBPR

is

over

&

we

areready

to

move

into

implementing,we

won抰revisit

half

of

the

deliverables.具有创造性的人.熟悉现状但不固守于现状的人.来自公司各个管理层次的人.具有行业经验的人.具有SAP知识的人.成功的BPR需要以下人员参与:BPR是相互合作的成果:Deloitte/SAP咨询顾问各业务部门代表IT分析员核心小组核心用户核心功能小组组长We

need

to

update

this

slide

at

the

last

possible

momentto

reflect

what

we

are

actually

showing.Note

-

fromhere

I

assume

we

will

Hot

Key

to

the

LiveModel

Explorer.航天&国防汽车高新技术化学工业制药业IndustryPrint™将被广泛应用于联想项目中IndustryPrint

TM消费品零售业公用事业通讯业金融服务公共事业I

don抰knowhow

useful

this

is

but

mythought

was

that

some

folks

won抰hang

around

for

the

detailed

display

and

atleast

this

way

they

see

thescope

of

the

Industry

Print.I

think

we

can

use

this

as

a

touch

point

of

-

this

is

Industry

Print

but

I

think

it

will

be

more

valuable

to

you

to

see

an

actual

print.Theprocess

models

provide

a

visual

description

of

the

business

environment-it

helps

getto

a

common

language

across

the

entire

enterprise.

The

industry

issues

arebased

on

project

experience

and

provide

a

reusable

repository

of

solutions(including

system

independent

whichmight

enable

換uick

Hits?The

Templates

provide

sample

solutions

to

the

issues

we

feel

are

most

complex

-

note

these

are

really

onlygoing

to

be

developed

in

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