In recent years, the word “big data” has been widely mentioned by THE IT and Internet industry, but there are few actual cases. The support of large data volume, data mining technology and unstructured data are the main reasons for the obstacles. The informatization of most enterprises has not reached the mature level, and the hotspot of data practice is still focused on data management and visualization.
So, how should enterprises apply data according to their own development? The following is an example to introduce the information construction case of Yulian Zhongfu Industrial Co., LTD., the original text is the CIO of Zhongfu Industrial Co., LTD., Wang Wenhui, is also the secretary general of henan CIO Alliance, in the fansoft big data exhibition tour speech.
About Yulian Group
Yulian Group is a large-scale modern enterprise integrating coal, electricity and aluminum with aluminum intensive processing as the core, as well as a demonstration enterprise integrating coal, electricity and aluminum intensive processing in Henan Province. Zhongfu Industry is a listed company of Yulian, mainly covering coal mine, power generation, energy, nonferrous electrolytic aluminum and aluminum deep processing and other major business segments.
Information construction process of Zhongfu Industry
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 of listed financial audit, procurement of financial software. Production is mainly electric DCS, aluminum electrolytic cell on the automatic control.
After 2007, Yulian Group set up many external subsidiaries and adopted distributed management, which brought many difficulties to data collection and statistics. Therefore, in 2010, it adopted ERP to make centralized management and control.
From 2010 to 2015, through the fund management, the two lines of income and expenditure were automatically collected to the headquarters through the bank to realize the intensive management of the fund management, and the OA system and fansoft statement system were launched to realize centralized procurement.
Business background
After the company’s spontaneous deep processing, the impact on the transformation is very large.
The first is the production line. At present, there are 15 processes to manage a product, and each process is the raw material and the product can be sold, which is a great challenge to internal accounting management.
The second is the customer. Now customers all over the world, the newly developed customers have credit and payment, capital recovery has become a big problem.
The original financial, data management system was not established, unable to support very detailed collection. Since then, the order-type management has been formed, and the financial management process is clear.
Sail soft report use
Background:
• Many systems have been established since the construction of information, and the data of each system is independent of each other, forming islands;
• The original system change report is troublesome;
• The company implements comprehensive budget management, which requires the collection of various statement data;
• Less technical development, looking for simple and understandable report development tools.
Reasons for selection:
• High development efficiency — no more complex report development takes more than half a day;
• Simple to get started — simple to master SQL query language;
• Visual development patterns — WHAT you see is what you get;
• Key highlights — report filling function.
Future plans
At present, the problem of data entry and display can be solved by combining FineReport with report display. In the future, FineBI will be used to develop KPI project plans.
Enterprise Data applications
• The development stage of informatization can be recognized, but it is difficult to go beyond the type of development;
The construction and planning of informatization are mostly based on the experience of others, but there will be various adjustments when it is really implemented in the enterprise itself. Planning is not necessarily qualitative, but to keep up with the development of enterprises, positioning information.
• Big data points us in the direction of the future, but we need to deal with small data in the enterprise first
The utilization of big data requires a certain amount of data support, but for some traditional enterprises, data collection is a problem, so “big data” should be cautious. In addition, business leaders tend to focus more on concrete indicators, such as sales, core customers, and losses. KPI management around these indicators is sometimes more effective.
• It is important to build a data self-management system, but it is difficult to plan ahead
The data system is agreed to need planning in advance, step by step implementation, unified standards. But sometimes there are technical and administrative support barriers. These issues need to be communicated to the leader to support such a project.
• Data provision must be aimed at supporting business and management decisions
If data management wants to gain long-term recognition and support, it needs to generate real value, combine with future development experience, provide management services, provide a virtuous cycle, and obtain leadership support. Technology, business and leadership are coordinated and balanced. For example, the main reason why leaders gradually think data is important is that after computing management, leaders can compare and analyze the middle and lower levels of management, and see the results they care about and the value of data.
Including data visualization, visualization provides intuitive information presentation for data, for example, red is danger, green is good, yellow is warning, which is also the value brought by IT development.
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