Research On Process Improvement Of X Company’s Non-standard Project Based On PMS

With the development of information technology such as industrial internet,China’s comprehensive strength in the intelligent manufacturing industry is also steadily increasing.For traditional manufacturing industry,it is both an opportunity and a lot of competition and challenges.X Company is a non-standard automation company.The company has been engaged in the non-standard equipment industry for many years.Because of its small batch,multiple varieties,and more personalized customization needs,and because of its high requirements for equipment automation and certain scientific and technological content,the production and R&D process of each equipment is relatively complex,and the frequent project changes,the entire project has a high rate of delay,Moreover,managers cannot effectively and quickly find and solve problems.In view of the fact that the standard ERP function module cannot meet X Company’s ever-changing non-standard management needs,the management of X Company hopes to help managers solve the problems such as high project delay rate and process control difficulties through the company’s information management system.Therefore,this paper combines the ERP management concept and project management theory of the project management system(PMS)to adapt to the needs of non-standard automation industry.Through the five steps of improvement plan,problem analysis,improvement design,improvement implementation and continuous improvement of the process improvement theory,the company’s processes are continuously improved circularly.Firstly,the paper introduces the relevant research background,process improvement theory,ERP related concepts and project management theory.In the problem identification stage,we obtained various problems in the non-standard project management process of X Company based on the model of learning five pointed star,including:one material with multiple codes,one code with multiple objects,random changes in engineering design lead to confusion in drawing management,and untimely supervision of the whole project process leads to high delay rate.In the improvement design stage,we analyze and improve each problem process by using the process improvement theory,and use the project management system to implement the optimized process.In the improvement implementation stage,we first analyzed the risks which may be encountered in the implementation process,and listed the corresponding safeguard measures and risk response measures;Secondly,through the comparison of some data before and after the transformation,the overall transformation results were evaluated accordingly.The whole transformation has helped the company improve the efficiency of collaboration between departments and customer satisfaction,and the improvement of the basic material information process will also lay the foundation for continuous improvement.Finally,the whole transformation process and results are summarized,and some deficiencies of this study are also found.It is hoped that the management efficiency of X Company will be continuously improved through the subsequent continuous transformation.It is also hoped that this study can provide some help for non-standard enterprises that cannot adapt to modular and standardized processes using traditional ERP by replacing traditional ERP resource management methods with project management systems.