How ERP system is useful in Quality Control Management?

How ERP system is useful in Quality Control Management?

Quality Control Management may be a means of life for an organization. It has to be introduced and led by high management. This is a key point. Attempts to implement Quality Management typically fail as a result of high management will not lead and obtain committed however simply delegates and pays pretence.

For the past few years, ERP systems have became one of the foremost powerful tools for internal control management. The important characteristics of quality management management embrace customer-driven quality, top management leadership and commitment, continuous improvement, fast response, actions based on facts, employee participation and a quality management culture.

Each half of the corporate is concerned in total quality, operating as a client to some functions and as a provider to others. The engineering department is a supplier to downstream operate like producing and field service, and has to treat these internal customers with a similar sensitivity and responsiveness because it would external customers.

Commitment and personal involvement is required from high management in making and deploying clear quality values and goals in keeping with the objectives of the corporate and in making and deploying well-defined systems, methods and performance measures for achieving those goals.

The main objectives of the standard management module ar the development and maintenance of the filing of the standard control. The control of reception, internal rejections, clients, claims, providers and evaluations of the same corrective actions ar associated with their follow-up, and are conjointly a number of the goals that this module offers. Furthermore, it is also useful for internal sense modality procedures and for the management of sense modality suppliers.

These systems and methods guide all quality activities and encourage participation by all staff. The development and use of performance indicators is linked, directly or indirectly, to customer necessities and satisfaction, and to management and employee remuneration.

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Changing Indian ERP scenario

the most aggressive adopters of ERP SMEs

IN recent times, the ERP scenario in India is witnessing a rapid growth. A number of manufacturing firms, automotive, steel, oil, textile and pharmaceutical companies have already been implemented ERP solution thus making ERP dominating the overall picture in these organizations.

For the early adopters of ERP solution, Finance and Accounting, Sales and Distribution, Materials Management/Purchase, and Manufacturing are the most popular ERP modules implemented. In recent times Plant Maintenance, HR, Transportation and Service modules are also growing in popularity.

We find different industrial sectors like cement sector, power sector, and food sector are going for ERP solutions. The construction or project companies have also implemented different ERP solutions suitable to their needs.

Currently, the SME segment in India has been one of the most aggressive adopters of ERP software. In fact almost 60 per cent companies in the SME segment have already implemented ERP. This substantial increase in the penetration level in the SME segment is attributed to the introduction of low cost ERP solutions such as eresource ERP which also caters the country-specific localizations and availability of large pool of skilled functional and technical talents.

The primal objectives that the SMEs have for switching to ERP is to get aid in smooth inventory management, timely scheduling of production cycles and shipment of goods, managing human resources and online data communication.

According to estimates, the ERP market in India has witnessed a growth rate of 70 per cent in the last decade. As a result, the market has leapfrogged over the years to a tremendous volume in terms of monetary gains. There were many reports which underlined the tangible quantitative benefits accrued by Indian companies in post-ERP implementation era.

Most of the time these benefits are difficult to prove on statistical grounds as soft benefits like comfort in work life, maturity in planning, attitude changes, transparency, visibility etc are either practically impossible to measure or correlate such improvements to ERP implementation. Companies are supposed to set their objectives prior to implementation followed by measuring of the achievements after implementation, and only then should they conclude about the effects of ERP.



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