BPR & Management Revolution

"Corporate structure, power shortages, manpower shortage, rising costs and exchange rate adjustments, the social, political and economic environment, the over-all situation becomes overwhelming. The mainland has become the staple market of the most Taiwanese businessmen. To adapt to the changing situation or thereafter go out of business, that is the top priority related to the fate of Taiwanese businessmen in mainland China. Closure of business means the enormous costs of two or three decades that the majority of Taiwanese business people work hard for the enterprise development will be in vain, and the market and network resources will be lost along with the carefully cultivated management team, skilled workers will hand over. In fact, the only way out of the situation for Taiwanese business is to carry through a timely the strategic adjustment of industrial restructuring and the transfer of industries according to the changing situation, upon which seek greater development."

Given by Jingfang, Liu, vice president of the Association of Taiwan Investment Enterprise on the mainland when accepting an interview from a Taiwanese magazine, the above remarks frankly point out the severe problems Taiwan businessmen confronted at the present. As a leader in the plastics auxiliary industries, Shini faced not only the changing situation, but also the counterfeit affairs which put Shini between Scylla and Charybdis. Nevertheless, Shini has planned its own development. To reach its goals of sustainable development, Shini must enhance its competitiveness, improve the rapid response capability and actively cultivate talent.

The credit squeeze policy and regulation enhancement Chinese government has been followed; raw materials and labor costs kept soaring, companies wonders whether the current cost system and data system can meet the requirements of decision-making and management needs. Since 2010, Shini has introduced ERP system in order to not only accounting the cost of financial data, but also to develop the right business policies on the base of the data. People management, human thought, the mode of operation should be improved with the upgrade of software and hardware. For this reason, the idea of business process reengineering (BPR) has been posed through which the company hopes to a new valuable, efficient management system can be lie out. After months of assessment, Dongguan Zhiyou Consultation Co., Ltd. has been chosen to be the consulting firm to help Shini re-construct a new management system.

The following goals should be achieved:

(1) With the concept, technology, tools, methods and project management techniques of business process reengineering (BPR), comprehensively, systematically and professionally promote business management transformation and to achieve the goal of increasing production efficiency, reducing costs (manufacturing costs and operating costs) and therefore enhance the Groups overall competitiveness.

(2) A comprehensive review of the Group structure should be done. Clarify the rights and responsibilities of each department and confirm the role of each person in charge, through which the Group can be refocused and re-structured.

(3) By means of the organization, establishment and counseling of the project team, through project cooperation effectively use the relevant technology and establish its own improvement methods, ultimately strengthen the competitiveness of Shini Group.

(4) Replanning and redesigning of new ways or processes to achieve the goals of rationalization, efficiency, and E commerce, and by the implementation of new practices to achieve management risk warning, through which timely and effectively control of management risks can be achieved.

(5) Shorten delivery time and increase the rate of delivery cycle commitment to meet the requirement of delivery expectations in the era of uncertainty.

(6) By reducing the numbers of the products being processed, improving inventory turnover and reducing the capital overstock to shorten and speed up the operations and finally reduce financial risk and improve the profitability.

(7) Strengthen the quick reaction capability and expectation handling capability of the management team, such as change orders, design alteration, abnormal quality and customer complaints handling, and by the establishment and implementation of the management of the unusual trading to reduce occurrence of unusual transactions and possible loss caused by them.

(8) After the implementation of the new management system, the optimizing way and process of operation, new forms and tables, reports and management mechanism BPR and management revolution developed can all be the basis of the ERP system modules and programs modification. By improving the internal ERP system, the best management benefit can be to achieve.
 

Started in May 2012, Business Process Reengineering (BPR) project are expected to complete in a year. mainly to the PMC (production control, material control, purchasing, warehouse, business) and all related management activities of planning, designing, integrating, and promoting, PMC and related operations of new products introduction, PMC and related operations of mold management, PMC and heavy industry management operations, PMC and manufacturing data management operation and the ability accomplishment of project organization personnel. In the future the group will train of project staff as seed players. Leading by the consultant and be taught directly the new operations, process, forms and management mechanism, the staff will apply the new knowledge to the existing system to ensure that new management system can be established and the desired objectives can be achieved.

Companies without reform, innovation, growth and objectives can not last long. A company consists of not only building, equipments and software, but also human being. If company people have no passion, no common idea, no same values and standard of behavior, they will be like a mess. The revolution of a company needs the change of people, both in actions and mentality.

Eentered China for over 20 years since 1992, Shini had been through the rapid growth of performance, the continuous expansion of the business territory, the increase of employees, the improvement of operations process, the upgrade of software and hardware and the completion of management system. Shini will not stop develop and the improvement of corporate management will continue as well. Consultants can provide us the good techniques, methods and tools; however, they have no idea of how to make a closed heart open. Shini will never stop its pace of progress, and Shini people will make still further progress and be ready to accept any challenge.