Implementation of erp at a machine-building enterprise. Implementation of an ERP system in a machine-building enterprise: goals, strategy, experience - PowerPoint PPT Presentation

Implementation of an ERP system at a machine-building enterprise: goals, strategy, experience

Like share report 469 Views

Implementation of an ERP system at a machine-building enterprise: goals, strategy, experience. PromIT '13 Minsk May 21, 2013. Contents. 1. About EPAM Systems. 2. Goals of the ERP system implementation project. 3. Strategy for the implementation of the ERP system. 4 . Experience in implementing SAP ERP implementation projects.

Download Presentation

Implementation of an ERP system at a machine-building enterprise: goals, strategy, experience

E N D - - - - - - - - - - - - - - - - - - - - - - - - - - -

No related presentations.

Presentation Transcript

Enterprises ERP system impact Impact Metrics Produce what the market needs Respond to and reduce lead times Produce quality products Provide quality service Introduce new products on time Revenue Optimize finished goods inventory Optimize WIP Optimize material inventory Shorten production cycle (reduce production delays) Working capital needs means Optimize purchasing costs Optimize production costs Reduce inventory holding costs Costs

Quality planning Principles of planning Objectives To comply with and reduce the terms of orders The schedule for the release of GP should correspond to the shipment schedule, reduce the intervals between deliveries (break large deliveries into several smaller ones). The schedule for the production of batches of DSE should correspond to the schedule for the release of GP (to prevent premature production of DSE), to produce in smaller batches. The schedule for the release of materials into production must correspond to the schedule for the manufacture of DSE (to prevent premature release of materials), release in smaller batches. The schedule for the purchase of materials should correspond to the schedule for their release into production (to prevent premature purchases), purchase in smaller batches. Optimize finished goods inventory Optimize WIP volumes Optimize material inventories Shorten production cycles (reduce delays in production) Optimize purchasing costs Optimize production costs Reduce inventory holding costs

Stream Sales Supply Production Warehouses SOEs Warehouses MTO Suppliers Buyers Machining production Assembly production Preparing production Fulfill the shipment schedule with minimum stocks of SOEs. Follow the schedule for the release of GP (uniformly) with the minimum amount of work in progress and stocks of materials. Do not allow the formation of premature reserves - do not divert resources, do not work to create "blood clots".

Good Planning Enterprise Management with an ERP System - Efficient Management Based on Resource Planning By linking sales, production, purchasing and financial planning, you can increase production with the same or even less working capital. High-quality operational scheduling of production tasks, capacities and logistics will allow you to reduce the lead time for customer orders, while reducing inventory and WIP, and ultimately reduce costs in production, procurement, and warehouses. Result Increasing profits Increasing the market value of the enterprise

1. About EPAM Systems 2. Goals of the ERP system implementation project 3. ERP system implementation strategy 4. Experience in implementing SAP ERP implementation projects 5. RDS-EPAM solution

The management of the enterprise wants to increase the viability of the business and understands the need to improve business processes. Business processes are changed based on progressive methodologies and the potential of IT systems that implement these methodologies. Option 1 Option 2 The company has a strategy to improve efficiency. A new methodology for planning and managing production is being developed, business processes are being reengineered with the maximum use of the best world practices. Automation is performed on the basis of the standard functionality of the ERP system that implements these practices. The company does not have a clear strategy for improving efficiency. The existing methodology for planning and managing production, as well as the current organization of business processes, is automated. The standard functionality of an ERP system is significantly changed and/or non-standard functionality is developed. Successful completion Business project IT project Return on investment

Business reorganization as part of ERP implementation Design Development Implementation Operation Corporate strategy Functional strategy IT strategy Analysis of the current business performance Business consulting Evaluation of economic efficiency from implementation Target model of business processes Organizational structure System of performance indicators Functioning of the Competence Center Formation of the Central Committee Conceptual design of the IT system Development NSI Creation of a prototype IT consulting Prototype integration Development of a solution Testing and stabilization Replication Integration and other IT initiatives Implementation of changes in business processes, organizational structure and user training Program management Risk management and Quality control Program control center

Example: Functional area - Production management and logistics Prerequisites The enterprise strategy contains the task of developing production management A production top manager has been appointed as the head of the production management development program Measures Define performance indicators whose value does not suit the company's management Define target values for these indicators. Identify negative situations in the current planning and production and supply management processes that need to be eliminated. Develop a target methodology for planning and managing production and supply, based on the "best world practices" (international experience) Develop a set of performance indicators for the new methodology. Develop an IT system development strategy to provide information support for the target methodology for planning and managing production. Approve the decision on the transition to the new methodology at the board of directors. Train managers and specialists on the new methodology. Develop target business process models. Develop and approve a migration plan for new business process models, including the implementation of appropriate SAP ERP functionality for these business processes.

ERP systems Reference data Registration of purchase agreements Registration of sales agreements Production and supply planning Sales orders Purchase orders Warehouse stocks GP release plan Production orders Deployment by workshops/plants? Transfer requisitions Purchase requisitions Planned manufacturing orders

Solutions After-sales service Manufacturing KTPP Procurement Sales Continuous production Discrete production Production to stock Assembly to order Production to order Single order production Project-based production …

1. About EPAM Systems 2. Goals of the ERP system implementation project 3. ERP system implementation strategy 4. Experience in implementing SAP ERP implementation projects 5. RDS-EPAM solution

Organizational scale Controlling area - 1 Company codes - 24 Plants - 27 Warehouses >500 Workshops involved in main production (MRP areas) >50

Costs Settlements with suppliers Settlements with buyers Financial resources Income Expenses Results Auxiliary processes: Quality management Personnel management Maintenance management Project management Implementation of SAP at Gomselmash Software Functional scope Included in the scope of the project ENTERPRISE Project development Strategic planning and analysis of the enterprise's activities Technical preparation of production Long-term ( for the year) planning of production, purchases and costs Purchases (fulfillment and accounting) Sales (fulfillment and accounting) Stocks of SE Operational planning of production and supply Supply of materials (raw materials, services) Supply of products (products, services) SUPPLIERS Production (implementation and accounting) CONSUMERS WIP semi-finished products

Product costing Sales - Production - Costs - Results Start of the planning procedure Analysis of planned costs and revenues Planning of results Planning of sales Planned cost of production and sales Plan of sales of products Manufacturing variant Technical map Specification Planning of production Plan of production Planned scope of work Planned scope of purchases Planned rates of work Cost planning (cost center, activity types)

1. About EPAM Systems 2. Goals of the ERP system implementation project 3. ERP system implementation strategy 4. Experience in implementing SAP ERP implementation projects 5. RDS-EPAM solution

Problems of manufacturing enterprises Benefits of SAP RDS for business Efficient use of standard business processes pre-configured for a manufacturing enterprise Ensuring transparency and efficiency of business processes Unification of business processes Management and control of production processes Doing business in a single flexible corporate information system Rapid adaptation of users and increasing their productivity work, minimizing the cost of staff training Reducing the overall investment risks associated with the project RDS - Rapid Deployment Solutions - Rapid Deployment Solutions

RDS solution Quick results with standard business processes with pre-configured system functionality containing everything you need to run a manufacturing plant SAP credibility Stable technology Powerful solution Seamless integration Advanced support system Fast and cost-effective Well-defined scope Pre-configured business processes and knowledge transfer documents Predefined implementation methodology with tools and accelerators Production launch in up to 19 weeks Cost-effective Affordable pricing model Attractive services at fixed prices Reduced implementation time, costs and risks Reduced resource requirements for business and IT departments

SAP bundles software and services into a new offering that gives you the business functionality you need quickly and affordably SAP Software RDS Implementation Software: SAP Solution Manager 7.0 EHP1 SPS03 RDS Operations Software: SAP ERP 6.0 EHP5 SPS04 SAP Standard Methodology for RDS Implementation Preconfigured business processes SAP Best Practices (Best practices) A package of documents, instructions, accelerators

Today, in terms of production management tasks, we have two paradigms. One of them is to draw up optimal schedules for the operation of process equipment in workshops. This task is solved with the help of appropriate tools - at the workshop level using MES systems (Manufacturing Execution Systems) and at the enterprise level using APS systems (Advanced Planning & Scheduling Systems). The basis of the initial data for product planning is the technological processes of manufactured products (TP) and the timing of their release.

The second paradigm of enterprise management is business process management (BP). Business processes usually include all processes in an enterprise that are not related to TP. These include the processes of design, development of technological processes, preparation of production, all operational activities of warehouse, logistics and other services of the enterprise. The choice of tools for the BP management process is quite wide - from individual software shells that support either IDEF notations or the universal language UML (Unified Modeling Language), to the corresponding modules of ERP systems (Enterprise resource planning).

If production management as scheduling the operation of technological equipment is a well-studied task that can be automated and managed in time, then the tasks of managing the BP are currently still at the stage of development, at the stage of formalizing the description and regulation. This is explained quite simply. The processes of regulation and formalization of TP have passed the test of time, the image of the formal presentation of TP has been worked out for almost a whole century. Thanks to this, the TP described in one country is easily understood by specialists in another country. Concepts such as operation, transitions, work surfaces, cutting and measuring tools, machine tooling, processing order and modes, operating and route maps - everything that makes up the essence and form of TP has long been understood unambiguously by all specialists in the field of mechanical engineering. And this fact makes it easy to plan TP, since all the necessary parameters are known - the number of operations of each TP, composition, duration, required resources and other parameters.

With regard to BP, attempts at management and planning are only being made, as already mentioned, at the level of process regulation. The constructions used to describe the BP in the notations IDEF0, IDEF3, etc. serve to describe single processes. With the help of these constructions, it is possible to understand the logic of only one process under consideration - composition, order, precedence conditions, required resources, but with the help of these constructions it is impossible to create a model for managing n processes in time. And such processes, even if all technological processes are excluded, there may be up to several thousand in a large enterprise. In this case, the same resource can be involved in several operations of different processes. Which of these processes should be done first? What will happen if we allow some delay in the execution of one or another BP? How to take into account resources when planning BP?

There are many questions and we see that in order to manage BP, it is necessary not only to find them at the enterprise and regulate them, for example, in the process of implementing an ERP system. It is necessary to take them into account in the general production planning model and obtain a schedule for the BP in time. The management of the BP should be subject to the same management paradigm as the management of the TP - planning in time.

The management of any processes in the enterprise consists in the consistent solution of three tasks:
1) Drawing up a complete list of processes in the enterprise.
2) Regulation of processes.
3) Planning processes in time.

From the point of view of planning, all processes, including technological ones (production of products in the workshops of an enterprise), are equivalent to each other, since any process can be represented as a set of operations (stages), each operation can be associated with one or another resource for execution.

Since the tasks of determining the set of TPs and their regulation are solved, at the first stage it is necessary to solve similar tasks for the BP. The task of compiling a complete list of BP should be solved by analyzing all the orders of the enterprise on its structural and functional diagram (Fig. 1).

In this case, the life cycle of the order is subject to analysis. The entire path that the order goes through is tracked, from the application by the customer to the shipment of finished products, and at each stage for each department through which the order passes, the composition of the BP associated with this particular order is determined. After analyzing all incoming applications, it is possible to determine the composition and capacity of the entire set of BPs.

In fact, most of the BP arises as a result of the need to perform TP, i.e. the implementation of most of the BP can be attributed to the configuration of the TP.
Under the task of completing the TP and the corresponding planning units (PU) in the tasks of scheduling the work of an enterprise, we will understand the procedure that is responsible for the fact that for the manufacture of this PU are available: all the necessary materials, all technological and auxiliary resources, all components, all equipment, all tools, all norms and all documentation. If all this is available, then the production of this PU can be safely planned in time. This procedure must be carried out in relation to the entire composition of the launch nomenclature, which the APS system will subsequently operate.

Fig.1. Order life cycle analysis

Despite the obviousness of this seemingly simple picking procedure, the overall planning task for APS systems very often turns into a kind of snowball that grows as the product range is analyzed for launch. Let's consider these problems in detail.

Let's say that we have some EP e i (Fig. 2), represented by the technological process in the form of a set of operations { e ij , j=1,...,p i } . For each operation, the following are known: resources, equipment, tools, fixtures, components, documentation, etc. During the picking process, when checking any j-th operation, it may turn out that it requires a special tool that cannot be purchased in uniqueness, and therefore, must be made before the j-th operation begins according to the plan. On the j + 1st operation, it may turn out that it requires a special fixture, and this fixture is not only not available, but it has not even been designed. And, finally, at any k-th operation, the analysis will show that, firstly, it is necessary to purchase standard components that are not in the warehouse of the enterprise, and there is no special measuring tool that has yet to be developed and manufactured. All that we indicated as the missing resources for the implementation of technological operations - our EP, must be provided by the time they begin.

Fig.2. Planning Unit Picking Processes

We see that even one TP for the manufacture of a SP can give rise to many other processes - business processes, auxiliary production processes. The easiest way to achieve the goal of timely provision of resources for any TU is to plan in time only the TP of the considered TU and postpone the durations of all other processes on the time axis to the left so that the end moments of all auxiliary processes do not exceed the start moments of the corresponding technological operations of the TU. But, unfortunately, this can only be done on paper. Since all auxiliary, in relation to TP, planning units, processes are performed by people, specialists, machines, which are also busy at the current time. This means that you need to plan not only a lot of the product range of the order book. All processes are subject to time planning in APS systems, both the main ones related to the TU from the portfolio of orders, and auxiliary ones, without which it is not possible to produce these TUs.

Consequently, the set of TUs, after the picking procedure, will consist of TUs received both from the part-assembly units (DSU), and from all other works, the list of which was determined at the stage of picking, i.e.

Where M - a set of TUs from the portfolio of orders for APS, M K , M T , M b , M V , - sets of SPs associated, respectively, with such auxiliary processes as: design, technological, various business processes, auxiliary production processes.

In a corresponding way, it is possible to reflect the entire set of OS for the planning process in APS, taking into account the configuration:

Where is the set of work centers (RC) of the enterprise used for the production of a portfolio of orders, N K , N T , N b , N B , - a set of such service devices (OS), as: designers, technologists, specialists involved in business processes, DCs involved only in auxiliary production, respectively.

At the same time, it should be taken into account that in addition to the above-mentioned BPs related to the production of products, there are a number of BPs that are not directly related to the production and release of the enterprise's order portfolio.

In addition to the BPs related to production, there are a number of BPs related to the functioning and life support of the enterprise. These processes include:
- preventive and planned repairs of equipment (PPR);
- processes for providing the enterprise with electricity and repairing power networks and means of electrical automation;
- processes of heat supply, water supply and similar processes;
- processes of construction and repair of buildings and communications of the enterprise;
- and other processes.

These processes, at first glance, not always related to the main production, also need to be planned in the total mass of work, i.e. take into account in the set on a certain planning horizon, since it may turn out that in connection with the repair of one or another production site may have a reduced fund of time at certain times. Or it may turn out that shop adjusters are involved in the PPR activities, i.e. a case may arise when certain resources will be involved both in the group of BPs related to production and in the BP of the life support of the enterprise. Thus, taking into account these BPs, our sets (1) and (2) will be rewritten, respectively

Where M y - a lot of BPs that are not directly related to the production of products and auxiliary BPs, and N y - a set of OCs for which it is planned to execute a set M y .

The whole set of processes can be enlarged in Fig. 3, where it can be seen that, along with TP, which can be the initiators of several different business processes - from designing a structure and ordering materials to manufacturing processes for manufacturing tools or equipment, there are BPs that do not intersect with others. . In this case, the generation of BPs can occur hierarchically, when the BPs necessary for the manufacture of the main product generate new BPs, i.e. several levels of subordinate BPs may appear.

All BPs related to the same i-th order from the total portfolio of orders are united by one thing - the moment of delivery of the order. This greatly simplifies the task in the sense that it becomes clear that the order of execution of any BP generated by orders depends, first of all, on the deadline for the delivery of the order itself. The only thing that needs to be added to the planning model is the precedence relationship between individual BPs (in Fig. 3 this is shown by arrows connecting individual BPs), for example, for our case (see Fig. 2), records of the form and . In order to ensure that in such a complex structure of processes they are timely in relation to the timing of the manufacture of the main DSE, there is no need to set directive deadlines for the rest of the auxiliary processes. It suffices that the target release date for the ACU itself will be present in the planning model.

It should be noted that the appearance of all BP at the enterprise is due to certain orders.

After we get the complete set of processes (3) and CO - (4), and all these processes have passed the stage of regulation, we can start planning them. For planning all processes at the enterprise level, APS systems can be the most convenient tool.

Fig.3. Hierarchy of enterprise business processes

The task of planning in APS-systems, taking into account the presented method of assembly, becomes more complicated to a certain extent, when, according to the results of the analysis of the technological process, certain DSE require such preliminary support as the development and design of unique equipment and tools, as was shown in our example (see Fig. .2).

The fact is that until the design is developed, the TP is not developed, until the TP is developed with an indication of the exact time limits for the operation, it is impossible to start planning operations.

An even bigger problem arises when third-party orders are received by the enterprise, which require the development of the design and technological process of the product itself. At the same time, the APS-system is required to determine the possibility of fulfilling the order within the time specified by the customer, or to determine the possible timing of the issuance of the finished order, within a short period. In these cases, it is recommended to use enlarged processes and time standards for all stages - design, technological and production, based on the processes of similar products that have already been produced by the enterprise earlier. In this case, it is desirable to lay in the norms of time a certain insurance reserve. If this is not possible, then before starting the planning of such orders, it is necessary to first develop the design and technical design of the product, and only then begin its planning. In this case, the general order, in fact, is divided into two orders, where the first order is the development of the design and technological process, and the second order is the manufacture of the product.

The diagram of such a comprehensive plan will include all OUs, as the main ones - RCs on the set N , and auxiliary (Fig. 4).

Fig.4. General Gantt chart for APS systems

In the future, this large schedule must be divided into separate schedules - for the main production, for auxiliary production, for the design and technology departments, for the rest of the enterprise services participating in the general production plan on sets (3 - 4).

All private schedules will be compiled with the same accuracy, since they are part of the general schedule. Each department will work according to its own schedule, but the accuracy of this schedule will affect the overall schedule of the enterprise. These features increase the requirements both to the APS system planning algorithms in terms of their accuracy, and to the processes of rationing all work, the discipline of performing private work schedules. In addition, the main requirement for full-fledged planning using APS class systems is the scientific validity and reliability of all time standards, both for technological and for all operations associated with auxiliary processes.

Thus, we can say that any BP appear either as a result of the need to perform production processes associated with the manufacture of products, or as a result of the need to maintain the life of the enterprise.

As a result of planning, we will get a complete picture of the execution of all enterprise processes in time. At the same time, each division of the enterprise receives its own schedule (see Fig. 4), which is related to the schedules of other divisions, although at first glance it may seem independent. At the same time, the implementation of the plan by each division of the enterprise must be subject to a general planning criterion, for example, the criterion of maximizing the profit of the enterprise. If there are different particular criteria for each subdivision, the planning problem is solved as a scheduling problem for several workshops with a heterogeneous set of criteria included in the general functionality of the planning model.

2010 Zagidullin Ravil Rustem-bekovich,
doc. tech. sciences, prof. Department of ATP Ufa State Aviation Technical University

Literature:

1. Zagidullin R.R. Operational scheduling in flexible production systems. - M.: Publishing house MAI. - 2004, - 208s.
2. Zagidullin R.R., Zoriktuev V.Ts. Issues of operational scheduling and management in mechanical engineering. Mechatronics, Automation, Control, - 2005, - No. 8, - P.49 - 55.
3. Eliferov V.G., Repin V.V. Business processes: Regulation and management. Moscow: INFRA-M. - 2009, - 319 p.
4. Zagidullin R.R. Construction of models of interdepartmental schedules in subsystems of operational scheduling of automated production. STIN, - 2004, - No. 8, - P.3 - 8.

Industrial enterprises are faced with the task of increasing the intensification of labor and production. The solution of these problems is impossible without the use of modern enterprise management systems. For comparison, consider software products that are of interest to enterprises in the aviation and machine-building complex: "1C: Enterprise 8", "Sail-Enterprise 8", "SAP R / 3", "Microsoft Dynamics Navision" or its other name "Microsoft Business Solutions Axapta” (note by the authors: hereinafter referred to as “Axapta”).

Among domestic systems, it should be noted the solutions necessary for an industrial enterprise "1C: Enterprise 8": "1C: Production Enterprise Management 8"; "1C: Consolidation 8"; "1C: Corporate Finance Management 8"; "1C: Accounting 8"; "1C: Complex automation 8"; "1C: Salary and personnel management 8"; "1C: Trade Management 8"; "1C: Web Extension 8".

"1C:Manufacturing Enterprise Management 8" covers the main business processes of the enterprise, providing the creation of a single information space for displaying the financial and economic activities of the entire enterprise, which allows you to quickly evaluate work efficiency and receive information for making management decisions. In configuration 8.2, the system allows you to load jobs using the sequential movement of objects of labor in time and space (parallel movement of parts is not provided) and reflect it on the graph. When a production program is quantitatively changed or a new item is added to the plan, the schedule for loading work centers is modified taking into account the added conditions and its visualization is performed.

Functional composition of "PARUS-Enterprise 8": Financial management; Logistics management; Production process management; Personnel Management; Customer relationship management; Business process management; PARUS-ON-LINE.

The comprehensive functionality of the Microsoft Business Solutions Axapta solution, covering absolutely all aspects of doing business, allows you to implement modern Western management technologies, optimize key business processes and generally increase the efficiency of enterprise management. As part of the localization of the system for the Russian market, the tasks of accounting and tax accounting were implemented in accordance with the requirements of Russian legislation, modules of fixed assets, tax accounting, payroll and personnel records were developed.

"MBS Axapta" covers the business of the enterprise as a whole, both in terms of internal business processes and in terms of interaction with partners and clients, and in particular, such aspects as: analysis and strategic management; manufacturing control; trade and logistics; financial management; project management; customer relationships.

SAP R/3 supports most operating systems. Server and client places can work under different operating systems. However, about 50% of SAP software installations run on the Windows platform.

The SAP R / 3 system consists of a set of application modules that support various business processes of the company and are integrated with each other in real time. The composition of the modules is diverse: "Finance", "Controlling", "Fixed asset management", "Project management", "Production planning", "Material flow management", "Sales", "Quality management", "Maintenance and repair of equipment", "Personnel management", "Information flow management", "Industry solutions".

Hardware requirements for the considered systems are presented in Table 1.

Table 1 - System hardware requirements.

System type				client place
System type	CPU	RAM		CPU	RAM	Free hard disk space
"1C: Enterprise 8"	Pentium IV, 2.4 GHz	at least 512 MB		Pentium III, 1.2 GHz	128 MB and above
"PARUS-Enterprise 8"	Pentium IV, 2.4 GHz or higher	516 MB or more	250MB and above	Pentium III, 1.2 GHz	128 MB and above	250 MB and above
	Pentium IV, 2.4 GHz	1024 MB or more	520MB and above	Pentium III, 1.2 GHz or higher	516 MB or more	520 MB and above
	Pentium IV, 2.4 GHz or higher			Pentium III, 1.2 GHz or higher	128 MB and above	500 MB and above

The cost and timing of the implementation of the presented software products are shown in Table 2.

Table 2 - Cost and timing of the implementation of ERP systems

ERP system	Implementation period	Implementation cost
"1C:Enterprise 8"	3-9 months and more	License for one workplace USD150-600. Cost of implementation per one workplace USD200-1000
"PARUS-Enterprise 8"	4 months – 1 year or more	The cost of a license for one workstation is USD1-2 thousand. The cost of implementation is 100-200% of the price of the solution
"Microsoft Dynamics Ax 4.0"	6 months – 2 years or more	On average, the cost of a solution per one workplace is USD2 thousand. The cost of implementation is 100-250% of the cost of the solution
	1-5 years or more	A license for 50 workstations costs about USD350 thousand. The cost of implementation can be several times higher than the cost of the solution

It cannot be said that "1C: Enterprise 8" is a full-fledged program for accounting in production. The disadvantage of this software product is that production accounting is focused on calculating the cost of finished products and the profit from its sale, i.e. in this product there is no block of production planning, procurement planning, tracking of technological cycles. Work in the system is difficult if the production is multi-product (with more than a thousand items in the product range), a complex product structure and a large number of industrial and production personnel (more than 5 thousand people).

The disadvantages of the "Sail Corporation" include a poorly developed partner network, the lack of production planning solutions for aircraft engineering enterprises.

An overview of the functions of the SAP R3 system shows its ability to solve the main tasks facing large organizations. SAP R/3 is the most comprehensive system to date. Many leaders of the world economy have chosen it as their main corporate system.

SAP R/3 is a configurable system, so by purchasing it, an enterprise will work with an individual version that is customized exactly to its parameters. The wider the possibilities for configuring and customizing the system, without the need to rewrite it, the higher the technical level of this system. According to this indicator, SAP/R3 occupies a leading position in the world. The system has an open and standard user interface, provides graphical modeling of business processes and can work in an interactive mode. In addition, the suite of SAP R/3 solutions includes industry-specific solutions for the aerospace industry.

Distinctive features of the MBS-Axapta system are scalability and a wide range of possibilities for its individual configuration. They make this software product the optimal solution for medium and large enterprises with specific and complex business processes, whose staff does not exceed 10,000 people.

Let's highlight the main advantages of Axapta: exceptional scalability; optimal ratio of price and quality (for its level of functionality); ease of updating applications; comprehensive analysis and ease of business control; availability of planning modules; the ability to manage finances for international business; compliance with the requirements of Russian legislation; balance of redundant information.

Of the presented software products, therefore, the most suitable for industrial enterprises in mechanical engineering and the aviation industry are the Axapta and SAP R3 systems.

To estimate the amount of investment in an ERP system, it is necessary to present an investment scheme. It consists of separate blocks, which represent a complete stage of financial and economic costs:

1 The cost of implementation of the ERP system;

2 Cost of hardware and software of the complex;

3 The total cost of ownership of the ERP-complex (annual costs).

This cost-sharing scheme is used in the well-known TCO (total cost of ownership) methodology, a calculation methodology designed to help consumers and business leaders determine the direct and indirect costs associated with any component of computer systems. The purpose of its application is to obtain a final picture that would reflect the real costs associated with the acquisition of certain tools and technologies, and take into account all aspects of their subsequent use.

The cost item "the cost of work on the implementation of the ERP system", as a rule, is specified in detail in the estimate of work on the implementation of the system in an agreement concluded with a company that carries out the process of integrating the ERP space in the enterprise. The predicted values of the costs for the implementation of the systems under consideration are as follows:

- "SAP R3" - about 0.8 million rubles. in year. Implementation period is about two years.

- "Axapta" - about 1.0 million per year. The implementation period is about a year.

The cost of the hardware and software of the complex includes the costs associated with the purchase of licenses for the entire complex of software products, such as the operating system (OS), service software (SW) and the ERP product itself. This article also includes the cost of the entire fleet of machines, both personal and server stations and related communication equipment. The total cost of all personal computers (PCs) in the ERP complex is calculated on the basis of data on their number and the average cost of one PC involved in the ERP complex (table 3).

In a comparative analysis, it is assumed that the calculation is carried out for 50 computers or client seats, which are covered by one license.

Estimating the cost of ownership of an ERP-complex includes two types of costs: indirect costs, direct costs.

Indirect costs include information technology related costs that are not included in budgets and are not measured by most information technology departments. The most significant part is usually the maintenance by the user of his computer and software, as well as helping colleagues. This includes self-debugging systems when errors occur, backing up and restoring valuable information, file and directory operations, unscheduled training during work hours, and programming small (or large) applications.

Direct costs include costs associated with the costs of equipment, software, personnel servicing the ERP system, communications, etc.

When trying to reduce direct costs, many organizations simply cut IT budgets, not realizing that the result will be an increase in indirect costs - users will spend more time supporting themselves, friends and colleagues. There is no accurate way to measure how much time a user has spent on information technology (IT) tasks without detailed time tracking or statistically valid observations. For those who do not have the ability and resources to take many hours of measurements, there are industry averages for each category.

The estimate of direct costs of the total cost of ownership of the ERP complex is shown in Table 4. This estimate is an annual cost item for maintaining and maintaining the entire ERP complex, it will also help justify the company's budget for the development of information technology for the enterprise.

According to modest calculations, the value of the total cost of ownership of one computer will differ significantly from the declared values of firms - manufacturers of ERP systems. So, for example, for Microsoft Business Solutions Navision, this value is 1500-2500 euros, or at the current exchange rate (41 rubles / euro) 61,500 - 102,500 rubles, while the calculated value is 221,765.78 rubles.

This estimate gives a fairly accurate value of the cost part, the implementation project, and will also allow you to make a forecast of the effectiveness of investments in ERP technology.

The main difficulty in determining the income from the implementation of an ERP system and calculating efficiency lies in identifying economic benefits for the company. It is believed that if a company does not innovate, then it misses the opportunity to make a profit and loses "lost profits". It can be found from the analysis of problems, shortcomings in the work that could be corrected by introducing enterprise management systems.

Based on the analysis of the data of the company's financial report, a "lost profit" was formed from the failure to use the opportunity to eliminate shortcomings according to the following indicators:

The average annual indicator for a 10-year period of shortage of goods of material values (inventory and materials) and fixed assets (OS), which was received due to poor accounting, rub.

The average annual indicator for a 10-year period is the surplus of inventories that were accumulated due to poor accounting, rub.

Rental of fixed assets in the amount of 5% of their cost, due to irrational planning of production capacity, (annually), rub.

Based on the statistical data of the enterprise, the average annual “loss of profit” for the above indicators amounted to 155944738.878 rubles, which exceeds the sum of one-time and annual costs of the SAP / R3 and Axapta systems by 5.89 and 7.85 times, respectively, and proves the effectiveness of their use. This approach may not be accurate, but it shows a measure of serious attitude to the issue of the efficiency of the use of enterprise resources.

LIST OF USED SOURCES

1 Official website of the company "1C" http://www.1c.ru

2 Axapta. Work for the result http://axapta.mazzy.ru

3 Industry solutions CMD SOFT. What is Microsoft Dynamics NAV (Microsoft Navision)? http://www.cmdsoft.ru/products/microsoft_dynamics/nav

4 Independent ERP portal http://www.erp-online.ru

5 Abramova, I.G. Fundamentals of organization and management of the preparation of production of a machine-building enterprise [Electronic resource]: electron. textbook allowance / I.G. Abramova; Samar. state aerospace un-t im. S.P. Koroleva (National Research University); – Electron. text data. - Samara, 2011. - 1 email. opt. disc (CD-ROM).

Initial problem and tasks

The company used a system developed on Clipper (for entering production data), "1C: Accounting 7.7" (for maintaining regulated accounting) and "1C.8 ZUP" (for payroll). The management considered the transition to the integrated application solution "1C: Manufacturing Enterprise Management 8" (or "1C: ERP 2.0").

Result

1. Accounting for the production of products manufactured for individual orders of buyers from their technical. documentation

2. Monitoring the fulfillment of the buyer's specification at all stages (production - quantity, sale - quantity, price), including the deadlines

3. Automatic formation of a production task

Blocks "Treasury" (planning of income and expenses), "BDDS" (plan-fact analysis of the company's cash flows) were launched. Block "BDR" (plan-fact analysis of income and expenses of the enterprise) was partially launched (the project was suspended due to lack of funding from the Customer)

1. The maintenance of regulated (both accounting and tax accounting in the system) has been launched

2. Serial (batch) accounting of materials and finished products has been implemented

3. Organized receipt of production cost in the context of orders

4. Set up to receive the necessary regulated Accounting and Tax reporting (including consolidated)

1. Automated accounting of buyers' specifications, calculation of planned cost estimates according to specifications

2. Implemented control over the fulfillment of the buyer's specification at all stages (production - quantity, sale - quantity, price), including the deadlines

3. Mutual settlements with buyers in the context of specification / specification line.

4. A mechanism for automatic generation of documents and price calculation between own legal entities has been set up.

During the implementation of the project, the following areas of production activities were automated.

The increase in the state defense order and the tightening of control over the spending of funds allocated for its implementation required the enterprises of the machine-building complex to improve management accounting systems. As part of the program for the rearmament and modernization of the Russian Army, the volume of orders has increased, as a result of which it has become more difficult for enterprises to produce defense products on time and at adequate prices. In addition, there is a clear trend of consolidation in the industry. 60% defense products are currently produced by large engineering holdings. In order to monitor the situation in production in real time and effectively maintain management accounting in accordance with the requirements of modern legislation, it is necessary to actively use new technologies at such enterprises.

Automation systems used at defense industry enterprises

In connection with large-scale technical re-equipment, enterprises of the military-industrial complex are purchasing CNC machines and creating automated control systems. As a rule, such automated control systems are built on the basis of a whole range of specialized software products: ERP, HRM, CAD, EDMS, CPM, EAM, PLM, CAD, CAM, PDM, etc. Information systems of various classes are organically integrated with each other, as a result of which modern smart manufacturing. Automated control systems for the full life cycle of products allow enterprises to produce more competitive and high-tech products.

Over the past 5 years, ERP class systems have remained the most popular IT solution at defense industry facilities. Their share among all components of the IT infrastructure reaches 35% .

Benefits of using ERP in a machine building company

Due to the use of "1C: ERP Enterprise Management 2" at the plants and objects of the military-industrial complex, conducting research work, it is ensured:

Compliance with the requirements of the state defense order. According to the Federal Law “On Amendments to the Federal Law “On the State Defense Order” and Certain Legislative Acts of the Russian Federation” dated June 29, 2015 N 159-FZ, it is necessary to keep separate accounting of costs in various areas (accounting, management, etc.).
Closeness and consistency of reporting. Machine-building enterprises are subject to regular inspections by management companies, military missions, tax authorities, Rosfinmonitoring, FAS, banks, etc. Thanks to the use of the ERP information management system, all reporting figures are easy to explain and “fight among themselves”.
Simplification of the passage of military acceptance.
Full control in the field of project management, production, finance, logistics.
Efficient procurement and order management.
Simplify planning and cost rationing. The calculation of labor costs, the need for equipment and materials is carried out automatically.
Ease of production planning. You can specify a list of operations for the manufacture of each individual product, assign them completion dates and shipping dates.
Production scheduling.
Timely maintenance and repair of equipment.
Automation of accounting for current warehouse stocks.
Automation of accounting for production capacity utilization.
Automatic generation of production tasks for workshops.
Immediate notification in case of delay from the planned work schedule.
Automatic redevelopment with updating the deadlines for the implementation of tasks.
Automatic formation of orders to suppliers.
Possibility of carrying out plan-factual analysis of expenses and terms of fulfillment of orders after their execution.
Timely reflection of the fact of order fulfillment.
Fast return on investment by minimizing illiquid inventory, reducing downtime, eradicating theft and abuse.
Increasing the manageability of the enterprise. The production situation can be monitored in real time by all responsible persons.