In recent years, the term "big data" has been widely mentioned in the IT and Internet industries, but there are not many cases that have actually been implemented. Big data support, data mining technology, and unstructured data are the main reasons for obstacles. The informatization of most enterprises has not reached a mature level, and the hotspots about data practice still focus on data management and visualization.
So, how can companies apply data in conjunction with their own development? The following is an example to introduce the informatization construction case of Yulian Group Zhongfu Industrial. The original text is Wang Wenhui, CIO of Zhongfu Industrial Co., Ltd., who is also the Secretary General of Henan CIO Alliance, and gave a speech at the FanRuan Big Data Tour Exhibition.
About Yulian Group
Yulian Group is a large-scale modern enterprise integrating coal, electricity and aluminum with aluminum and aluminum deep processing as the core. Zhongfu Industry is a listed company under Yulian, which mainly covers several major business sectors such as coal mining, power generation, energy, non-ferrous electrolytic aluminum and deep processing of aluminum.
Zhongfu Industrial Information Construction History
In 2001, Zhongfu planned to go public, and the informatization work at that time was mainly to build the network of each subsidiary company. Because of the need for listing financial audits, we purchased financial software. The main production is the DCS of electric power and the automatic control of the electrolytic cell in the aluminum industry.
After 2007, due to the establishment of many external subsidiaries by Yulian Group, the company's management adopts distributed management, which brings many difficulties to data aggregation and statistics. Therefore, in 2010, ERP was used to conduct a centralized control.
From 2010 to 2015, through fund management, the two lines of income and expenditure were automatically collected to the headquarters through the bank to realize the intensive management of fund management, and the OA system and the FanRuan report system were launched to realize centralized procurement.
business background
After the company initiated deep processing, the impact on the transformation was very large.
The first is the production line. Now there are 15 processes to manage a product, and each process is a raw material and can be sold as a product, which is a great challenge to internal accounting management.
The second is the customer. Nowadays, customers are all over the world, and newly developed customers have credit and debit, and capital recovery has become a big problem.
The original financial and data management system was not in place and could not support very detailed payment collection. Since then, order-based management has been formed, and the financial management process has a clear process.
The use of FanRuan reports
Use background:
•Since the information construction, many systems have been established, and the data among the systems are independent of each other, forming isolated islands;
• The original system change report is troublesome;
•The company implements comprehensive budget management and needs to collect various report data;
• Less technical development, seeking simple and easy-to-understand report development tools.
Reason for selection:
• Efficient development efficiency --- the development of complex reports will not take more than half a day;
•Easy to get started---It is easy to master the SQL query language;
•Visual development mode---what you see is what you get;
•Core Highlights---Filling function.
Future plan
At present, combined with FineReport's main capture report and report display, the problem of data entry and display is solved. In the future, FanRuan FineBI will be used to formulate KPI project plans.
Enterprise Data Application
• The development stage of informatization can be recognized, but it is difficult to develop beyond it;
Most of the construction and planning of informatization are based on the experience of others, but when it is actually implemented in the enterprise itself, there will be various adjustments. The planning does not have to be qualitative, but it must keep up with the development of the enterprise and position the informatization.
• Big data points us to the future, but we need to deal with the small data in the enterprise first
The use of big data requires a certain amount of data to support, but for some traditional enterprises, the collection of data is a problem, so "big data" should be done with caution. In addition, business leaders tend to focus more on tangible metrics, such as sales, core customers, and losses. KPI management around these indicators can sometimes bring more practical results.
• The construction of data management system is very important, but it is difficult to plan ahead
Regarding the data system, it is agreed that advance planning, step-by-step implementation, and unified standards are required. But sometimes there are technical and management support barriers. These issues need to be communicated with leaders to support such projects.
• Data must be provided to support business and management decisions
In order to obtain long-term recognition and support for data management, it needs to truly generate value, combine future development experience, provide management services, provide a virtuous circle, and obtain leadership support. Technology, business, and leadership coordinate with each other to achieve a balance. For example, why leaders gradually feel that data is important, in fact, a big reason is that after doing computing management, leaders can compare and analyze the management situation of the middle and lower levels, see the results of concern, and see the value of data.
Including data visualization, visualization provides data with intuitive information display, such as red is dangerous, green is good, yellow is warning, which is also the value brought by IT development.