In my country, the manufacturing industry has two trends: one is the production of homogeneous products, with open product prices and almost transparent profits; the other is high-tech products, with large profits but high innovation and management costs. How to do a good job of refinement, management and cost control in homogeneous products, and how to drive innovation to become the two major breakthroughs for the manufacturing industry to regain the encirclement of overcapacity.
Taier Heavy Industry Co., Ltd. (hereinafter referred to as "Taier Heavy Industry", "Company") was established in 2001, mainly engaged in the design, research and development, manufacturing, sales and service of industrial cardan shafts, auto parts and other products. Taier Heavy Industry is a national-level technological innovation demonstration enterprise, with a market value of over 3.4 billion at the time of writing. In terms of informatization, in the second half of 2016, Taier Heavy Industry realized the full integration of ERP and MES systems, and Taier Heavy Industry finally adopted the FanRuan business intelligence system for the implementation of data visualization and management visualization.
1. Data visualization to drive business is the way of survival for enterprises to develop to a certain extent
Under what circumstances does Taier Heavy Industry implement data visualization?
At the beginning of 2016, we realized the full connection of all internal information systems, mainly MES system and ERP system, and the company's production, operation and management were all digitalized. But these information systems, from the perspective of the decision-making layer (basic business judgment + high-level resource allocation decision), are just a bunch of software and machines. For leaders, they often use reports in the form of PPT, OA (office automation system) and emails. The company's 16-year informatization investment has not really helped decision makers because the data cannot be seen or understood. How to say? Because there are many systems in the company, the leaders do not pay attention, so if many business data cannot be summarized on the PPT, the leaders will not be able to see it. Why do you say you don't understand? We put a lot of effort into making an Excel with accurate data and beautiful format, but the leaders don’t have time to look at it carefully. Moreover, some data may not be trusted by leaders. Leaders were unable to participate in the system construction, and we were in great trouble. It was also at the beginning of 2016 that in order to solve this problem, we began to think about how to realize the data but let the leaders participate. Then, on the basis of visualization experience, a three-step strategy for informatization was formulated: visualization factory; digital factory; intelligent factory.
Based on which decision to choose the data visualization implementation platform and solution?
Learning from outstanding peers, the entire company's informatization also adopts a dual-mode IT development and construction method. Based on this, our positioning of the business intelligence platform is a business-oriented agile corresponding development platform. The so-called business-oriented, there are two requirements. First, it is necessary to allow front-line business personnel to participate in or even directly carry out system development, which can not only improve development efficiency, effectively meet business needs, but also reduce the pressure on IT departments. Second, there must be the participation of senior leaders in person. In the office, you can see it when you turn on the computer; in the conference room, you can see it on the head-up screen; on the road, you can click on the phone to send instructions. The so-called agile response, there are two considerations. First, the product platform can be developed quickly, and the results can be delivered to the business department and the leadership. Second, technical services and professional guidance should be agile and professional. After so many years of informatization, I know too much about the pitfalls in software project implementation and operation and maintenance. What we like is that FanRuan's business intelligence platform has a particularly high development efficiency: leading an analysis report requirement, you can view it on the big screen, computer, and mobile phone at the same time in half an hour; while business personnel can do it by themselves in ten minutes. Do the analysis yourself. Of course, our information department has prepared the data in time. FanRuan's program consulting ability and service strength really let me see their professionalism and dedication.
What changes have been brought about by the implementation of the data visualization analysis project?
The implementation of the data visualization project mainly brings three changes, all of which are the value points felt by the information department, the leadership's decision-making is praised, the business department's analysis is efficient, and the IT department has a full sense of achievement.
1. The current state of our internal meeting is that we are facing the big screen, and the leader holds the mobile phone to see the company's business changes, which is very refreshing. These data and analysis are what he wants. Two or three days of work before, now 10 minutes, the IT department is secretly happy.
2. Most of the business departments are now doing their own analysis. When encountering data that the system does not have, our IT department will prepare it, and then the business department can analyze the data by itself, and the desired analysis reports can be easily realized by themselves.
3. Looking at the satisfaction of the business department, the information department feels that compared to the previous ERP and MES implementation, the workload and war of words have been greatly reduced!
2. How data analytics can drive business transformation and growth
基于这些系统和数据，我们怎么样把数据分析驱动业务改革增长的运营建立起来，怎么样更好的改善我们的生产制造、营销管理、财务管理等环节，提高产品交付效率、产品质量以及客户服务体验，这是整个数据分析驱动业务改革增长过程的核心。
说到技术能力与业务理解的结合，泰尔重工有自己的数据分析团队，通过数据分析可视化项目建设提升的业务。数据分析团队的人员并不都是专职，有很多业务部门的人是兼职数据分析工作，在项目中参与规划、建设、讨论；还有就是外部数据团队，主要是帆软机械制造行业的实施顾问和项目团队以及机械制造同行业务专家团队。数据分析团队周会讨论项目开发进度，半月会（2周）向业务部门交付阶段性建设成果，半月会/月会就可以直接给高层汇报数据分析成果，在高层领导的支持下，数据分析团队的开发效率是惊人的。
究竟如何用数据分析帮助业务提升呢？这边介绍下四个具体的应用场景：
全集团工作计划看板
全集团工作计划看板是利用OA系统开发的一套工作体系，我们称之为“BOSS系统”。集团领导通过这个看板，随时可以在大屏和手机上看到全集团三大板块（泰尔重工、3D打印、上海瑞聪）的工作总进展。
除了给高层的大屏计划看板，对不同的部门，我们也做了部门工作计划的完成情况看板。看板主要展现的就是各部门实时交付质量评定绩效。这个实时刷新的看板，既起到了各部门效能监督作用，同时又记录了各部门、各员工一年工作的成长点滴。部门工作计划完成透明化，实现了泰尔向员工要效率，员工向泰尔平台要支持。
生产管理看板
这个生产看板也是BOSS系统的一部分，可以一目了然地查看集团的生产、合同、设备管理、质量管理，看板可以钻取到每个项目的详细情况，多层钻取，直至最后的明细看板。换在之前，需要各业务负责人周汇报，月汇报，每次汇报，信息部都是要加班加点忙得昏天黑地，最后集团领导看了如果关注个别明细数据，负责人还是无法当场回答。这样，回头又要再汇报一次，并且下次汇报要做更多的报表。可是你做的报表，可能领导不关注，但是他关注的又没做。会存在这样的需求矛盾。
具体的生产车间数据通过名下的查询报表支撑。这里面体会最深的有两点。一是复杂报表再也没遇到卡壳。之前自己人员写代码开发，总是各种这种琐碎的技术难题耽误项目开发进度，现在的问题现在不再存在。二是开发和维护方便而且效率高。下面这几张报表，最快的我们半个小时就上线了，最慢的也只需要一天。因为交互也方便，业务部门用得还挺频繁的。我们统计下来，就是这个生产模块的报表，大部分平均超过30次/人/天。一线员工的效率提高了，看着产出的提高，对着详细的生产过程报表，车间员工也开始思考如何改进生产。之前没有报表给他们的工作做量化，现在通过报表，看到个人对车间和集团的贡献的提升，反过来集团和车间又会对员工提供额外的绩效奖励和创新奖。双向驱动，车间里面还真和谐了不少。
通过这样从领导层到车间主管，最后到一线工人的完整生产报表系统，泰尔实现了车间生产“透明化”。
营销管理看板
营销过程中，业务领导利用“BOSS系统”的营销管理看板，查看营销中最基本的的三大指标，开票、下订单等等，从销售过程到结果，全面掌握。以前这些工作，都是老板让下属每周按照固定的Excel表格进行汇总，然后邮件分享。加班的日子里，有一大半都是在做这种数据统计和数据核对纠错。现在好了，领导想看的，都在这套系统里面。如果领导忙，看一眼汇总看板就好了。哪天领导关注细节，可以直接点击钻取了解详细情况。
前面都没给大家看详细的钻取的效果，这边放出来一张关于销售主体的，就是通过上面的营销管理看板，领导一点就能看到这个明细情况。
财务中心管理看板
投资人和领导，就是再忙，其他不看也会去看财务报表的，可见财务报表在企业中的地位。这块我们的“BOSS系统”主要做的及时这张财务中心管理看板。看板的数据是直接对接到ERP和财务系统的一般来说，都是每天更新一次数据，不过如果领导需要，可以手动点击，会自动刷新出实时的数据。
以上就是泰尔重工的数据可视化建设的部分案例。泰尔特别关注数据对人的重要性：数据的变化对整个管理思想模式会发生翻天覆地的变化。企业采用专业的数据分析平台是未来的必然趋势，数据可视化变革不仅是对业务有发展，对企业的管理、商业模式都会产生非常大的影响。
3.如何建立企业自己的数据系统生态圈
最重要的，这个数据解决方案商能不能理解我们的业务需求，能不能在整个数字化运营中能及时、高效地完善产品以满足我们的需求，对我们的需求能够提供高效、专业的技术服务。
泰尔有自己的数据系统生态圈建设准则。泰尔一直关注Gartner（国际专业IT咨询机构）分析报告，同时融合自身的领悟。泰尔认同数据可视化是非常专业的领域，但在这个领域钻研精通不是泰尔的核心目标。我们的目标是驱动业务稳步发展，保持稳定的业绩增长，同时为未来产业变革储备足够的技术优势。所以会更看重的合作伙伴公司的现在发展状态和发展前景。帆软公司是我们见到为数不多的技术服务驱动型公司，人员素质、专业能力、事业心和国际视野和泰尔文化深深的吻合。我们选择执行能力强、格局大的伙伴。至于产品和技术本身，我们看实践检验。“BOSS系统”的快速搭建、高效交付、多方好评证实了我们在技术和服务上的正确选择。我们不是不看中产品和技术，而是认为产品和技术是为业务服务的，厂商是为我们服务，泰尔看中的是服务。
不过，也知道大家关注技术选型。从泰尔的技术选型经验来看，国内能基本满足业务需求的数据分析产品平台不多，国外的数据分析软件在具体应用上，确实有很多难以相容的地方，我们提交了产品修改意见，可对方并无法满足。泰尔一直是在实践中成长的企业，我们的目光都投在实事上，技术选型上“概念坑”“新闻坑”“开源坑”等我们都是轻松跳过，所以技术选型没花多久的工夫。
4.未来远见
2013年，德国提出“工业4.0”。2007年，我国提出“两化融合”。2017年开始，泰尔着重发力智能制造。同时，BI商业智能应用将进行二期深化探索，泰尔也将在全集团推广商业智能应用。我们正在进行Hadoop底层架构建设，正在研究Greenplum技术，正在期待像百度、阿里巴巴、腾讯这样的公司能探索出数据自动驱动生产系统的解决方案。当然，在这其中，我们也布局了像帆软这样在数据分析和可视化领域的行业领导者企业。泰尔重工敞开怀抱，拥抱新技术，拥抱大数据，拥抱“两化融合”。