Bachelor-Abschlussarbeit zur SAP Implementierung mit der ASAP Methode in einem chinesischem Unternehmen.
Untersuchungsgegestand sind Methode, Vorher-Nachhersituation, Vor- und Nachteile, Einfluss der chin. kulturellen Aspekte.
Table of Contents
1 Introduction
1.1 Motivation
1.2 Objective
1.3 Thesis structure
2 Disambiguation
2.1 SAP System
2.1.1 SAP ERP w/ ECC 6.0
2.1.2 Accelerated SAP (ASAP)
2.2 Information
2.2.1 Information flow
2.2.2 Information island
3 Company introduction
3.1 ThyssenKrupp Group
3.2 ThyssenKrupp Elevator
3.2.1 Business Unit Structure
3.2.2 ThyssenKrupp in Zhongshan
4 Influence of Chinese Culture on the business company
4.1 Language and mindset
4.2 Corporate culture and Chinese work attitude
4.2.1 Systematic approach
4.2.2 Interpersonal relationships (Guanxi)
5 The process of implementation
5.1 Prearrangement
5.1.1 System Requirements
5.1.2 (Project) Management organization and requirements
5.2 Actual analysis (as is)
5.2.1 Business processes at present
5.2.2 Currently used applications and procedures
5.2.3 Current problems
5.3 Target / Analysis (to be)
5.3.1 Project plan
5.3.2 Scheme of improvement
5.4 Realization of the project
5.4.1 Project Preparation
5.4.2 Blueprinting
5.4.3 Realization
5.4.4 Final Preparation
5.4.5 Go Live and Support
6 Reaches & Results
6.1 Project appraisal
6.1 Reaches in relation to the process of eliminating information islands
6.1.1 Disclosing information islands
6.1.2 Discovered existing information islands
6.1.3 Method of treatment
6.2 Comparison: “as is” – “to be”
6.3 Assets & Drawbacks
7 Conclusion
Objectives and Topics
This thesis examines the SAP ERP implementation process at ThyssenKrupp Escalator in Zhongshan, China, with the primary objective of identifying and eliminating "information islands" to improve business process efficiency and organizational transparency.
- SAP implementation methodology (ASAP) in a cross-cultural environment.
- Challenges of overcoming "information islands" in non-integrated system landscapes.
- Impact of Chinese corporate culture and work attitudes on ERP adoption.
- Comparative analysis of "as is" versus "to be" business process states.
- Evaluation of SAP benefits, including improved BOM management and production planning.
Excerpt from the book
6.1.2 Discovered existing information islands
Deriving from the whole investigation of the SAP implementation project, the information islands are shown in several stations. Generally spoken, there is almost no standardization and no integration. The process exemplary exemplifies, the communication between the departments is a constant “to and from” of information – most of the time in form of approvals. But as there is no common platform of communication for a complete processing chain from A to Z, it signifies lacks in project execution status, stock material availability, special project requirements and others. Information can not be shared within company. Occasionally, due to rush orders are placed in order to avoid stopping the production, large numbers of ad-hoc approaches or procedures are done. From that follows that ISO procedures are almost irrelevant to the daily operation but more significant, to retrieve necessary data is aggravated. Other gains of information from the investigation research could be won, for instance, due to lack of communication, material ID does not correspond to the state of stock materials being purchased, and there are large numbers of items uses same material ID which causes logistic nightmare.
According to the one concrete example demonstrated in 5.2.1 about the different description use for the same (IQC) ID between the Quality Management department in connection with Logistic department, Purchasing department, supplier and the workshop (production) must be said, that this information island is
Summary of Chapters
1 Introduction: Discusses the motivation for ERP implementation and outlines the thesis structure for investigating the ThyssenKrupp project.
2 Disambiguation: Provides definitions for core technical and information-related terms, specifically SAP R/3, SAP ERP ECC 6.0, and the concept of information islands.
3 Company introduction: Introduces the ThyssenKrupp group and provides specific structural and operational details about the plant in Zhongshan, China.
4 Influence of Chinese Culture on the business company: Analyzes the impact of cultural characteristics, such as "Guanxi" and the "face" concept, on communication and business operations in China.
5 The process of implementation: Details the five phases of the ASAP methodology used in the project, from pre-arrangement and system requirements to final realization.
6 Reaches & Results: Presents the findings regarding the elimination of information islands, compares the previous and target states, and discusses the assets and drawbacks of the new system.
7 Conclusion: Summarizes the success of the SAP project in uniting company platforms and provides an outlook for future system optimizations.
Keywords
SAP, ERP, ThyssenKrupp, Zhongshan, Information Islands, ASAP, Business Process Reengineering, Chinese Culture, Guanxi, Supply Chain Management, Bill of Material, System Integration, Manufacturing Resource Planning, Transparency, Process Optimization.
Frequently Asked Questions
What is the core focus of this thesis?
This work focuses on the SAP ERP implementation at the ThyssenKrupp plant in Zhongshan, China, specifically addressing the elimination of fragmented communication structures known as "information islands."
What are the primary themes discussed?
The work covers SAP implementation methodology (ASAP), the influence of Chinese culture on business management, the reengineering of business processes, and the transition from manual, island-based workflows to an integrated system.
What is the main objective of the research?
The objective is to investigate and present the methods and concepts of the SAP implementation project, including a "before-after" analysis to demonstrate improvements in operational efficiency and information flow.
Which scientific methodology is utilized?
The thesis utilizes an attending survey approach, combining primary data acquisition through interviews, observations, and questionnaires with the structured, industry-standard ASAP roadmap for ERP implementation.
What topics are covered in the main body of the work?
The main body treats the company structure, the cultural challenges in China, the detailed five-phase implementation process, and an evaluation of the project results regarding information integration.
Which keywords best characterize this work?
Key terms include SAP, ERP, Information Islands, ASAP, Business Process Reengineering, Chinese Culture, and Supply Chain Management.
How does the "face" concept influence information sharing in the company?
The "face" concept leads to indirect communication styles, where potential conflicts or mistakes are avoided in public, which can cause delays and difficulties in the straightforward reporting of business problems.
Why was the "as is" state of the company considered problematic?
The company relied on manual, disconnected processes and disparate software (like Fourthshift), leading to inaccurate data, logistic nightmares, and a lack of transparency between departments.
What role does the "Blueprinting" phase play in this project?
Blueprinting is essential as it involves the fundamental rethinking and redesign of existing processes to match SAP functionality, effectively creating a baseline for standard business operations.
What is the final status of the project implementation?
The project is denoted as "satisfied," as the SAP ERP ECC 6.0 system was implemented on schedule to provide a unified platform, though the long-term success depends on continued user training and support.
- Citar trabajo
- Bachelor of Science (B.Sc.) Marcel Gundlach (Autor), 2008, United under SAP - The process of eliminating information islands for ThyssenKrupp Escalator in China (Zhongshan), Múnich, GRIN Verlag, https://www.grin.com/document/186599
