Los ERP generan asientos o pólizas contables que se integran al sistema de contabilidad general, los cuales provienen de los módulos operativos o de la misma área administrativa. Dicho sistema contable contiene muchos de los datos que se explotan a través de los sistemas de soporte para la toma de decisiones. Sin embargo, existen algunos eventos transaccionales que no generan asientos y son manejados por el ERP, tales como:
1.Carga del nuevo pedido del cliente sin haberlo pagado de manera anticipada
2.Cambio masivo de precios de los productos terminados. El cambio de precio de los productos terminados puede deberse a regulaciones por parte del gobierno, a cambios de los índices de inflación o a situaciones de competencia.
3.Colocación de la orden de compra a un proveedor sin pago de anticipos, es decir, solicitar un nuevo pedido al proveedor sin antes haber pagado.
4.Cambios en el sueldo del personal. Es la modificación de los sueldos que reciben los empleados de la empresa.
5.Modificación y cálculos de la comisión unitaria que se paga al vendedor por la venta o cobranza de algún producto.
Cuando un sistema está totalmente instalado de forma integrada, se convierte en el repositorio central de información corporativa interna derivada de los 5 principales procesos de negocio de una empresa: finanzas, logística, producción, recursos humanos, ventas y marketing. Con el ERP, la compañía puede reemplazar varios sistemas de información antiguos que almacenan datos en diferentes formas.
La dirección puede utilizar el ERP para obtener el control sobre la información y mejorar el soporte a la toma de decisiones. Por lo general, un ERP está formado por módulos pertenecientes a un Sistema Gerencial Integrado y tiene funciones. Podemos diferenciar 3 conjuntos de módulos:
1- Negocio: Comercial, Materiales, Producción, Calidad, Mantenimiento
2- Financiero: Gestión Financiera, Controlling, Activos Fijos, Proyectos
3- Propósito especial: RR.HH., Workflow, Soluciones Sectoriales.
Estos módulos tienen funciones específicas orientadas a cada una de las etapas en que se divide un proceso de negocio. Estas funciones, llamadas transacciones, permiten básicamente la incorporación, modificación, consulta o eliminación de información del negocio. Las transacciones en que el usuario interactúa con el sistema se denominan on-line (el sistema muestra una plantilla de información con o sin datos y el usuario debe resolver la transacción dependiendo del objetivo buscado).
Hay otro conjunto de transacciones, denominadas batch (por lotes u off-line) que permiten actualizar la base de datos, corazón de todo ERP, y que aseguran:
1. integridad de la información
2. replicación de la información en diferentes módulos con propósitos específicos
3. liberación de recursos del sistema (el sistema funciona, desde el punto de vista del usuario de forma más eficiente y rápida).
El aspecto importante que debe destacarse en relación con los ERP son las áreas funcionales de la organización a las que están enfocados o que proporcionan el servicio de información. De manera típica los ERP dirigen primordialmente las áreas de ventas y distribución, mercadotecnia, administración y finanzas; y el área de recursos humanos. Con frecuencia el área de producción u operaciones es la última en iniciar la automatización de sus procesos operativos.
13 February 2012
STF y CC en PCMM v2.0 (2)
STAFFING (STF)
El propósito de Staffing, perteneciente al Nivel 2, es establecer un proceso formal por el cual el trabajo entregado se corresponde con los recursos y personas que son entrenadas y seleccionadas. Las decisiones de Staffing suministran oportunidades a la organización, las cuales influyen en el performance.
Staffing se relaciona con las siguiente AP: Performance Management y Compensation
Goals
1- Individuals or workgroups in each unit are involved in making commitments that balance the unit’s workload with approved staffing.
2- Candidates are recruited for open positions.
3- Staffing decisions and work assignments are based on an assessment of work qualifications and other valid criteria.
4- Individuals are transitioned into and out of positions in an orderly way.
5- Staffing practices are institutionalized to ensure they are performed as managed processes.
Commitment to Perform
1-The organization establishes and maintains a documented policy for conducting its Staffing activities.
2- An organizational role(s) is assigned responsibility for assisting and advising units on Staffing activities and procedures.
Ability to perform
1- Within each unit, an individual(s) is assigned responsibility and authority for ensuring that Staffing activities are performed.
2- Adequate resources are provided for performing Staffing activities.
3- Individuals performing Staffing activities receive the preparation in methods and procedures needed to perform their responsibilities.
4- Individuals participating in Staffing activities receive appropriate orientation in Staffing practices.
Practices Performed
1- Responsible individuals plan and coordinate the staffing activities of their units in accordance with documented policies and procedures.
2- Each unit analyzes its proposed work to determine the effort and skills required.
3- Individuals and workgroups participate in making commitments for work they will be accountable for performing.
4- Each unit documents work commitments that balance its workload with available staff and other required resources.
5- Individual work assignments are managed to balance committed work among individuals and units.
6- Position openings within a unit are analyzed, documented, and approved.
7- Position openings within the organization are widely communicated.
8- Units with open positions recruit for qualified individuals.
9- External recruiting activities by the organization are planned and coordinated with unit requirements.
10- A selection process and appropriate selection criteria are defined for each open position.
11- Each unit, in conjunction with its human resources function, conducts a selection process for each position it intends to fill.
12- Positions are offered to the candidate whose skills and other qualifications best fit the open position.
13- The organization acts in a timely manner to attract the selected candidate
14- The selected candidate is transitioned into the new position.
15- Representative members of a unit participate in its staffing activities.
16- Workforce reduction and other outplacement activities, when required, are conducted according to the organization’s policies and procedures.
17- Discharges for unsatisfactory performance or other valid reasons are conducted according to the organization’s policies and procedures.
18- Causes of voluntary resignation from the organization are identified and addressed.
Measurement and Analysis
1- Measurements are made and used to determine the status and performance of Staffing activities.
2- Unit measures of Staffing activities are collected and maintained.
Verification
1- A responsible individual(s) verifies that Staffing activities are conducted according to the organization’s documented policies, practices, procedures, and, where appropriate, plans; and addresses noncompliance.
2- Executive management periodically reviews the Staffing activities, status, and results; and resolves issues.
COMMUNICATION AND COORDINATION (CC)
El propósito de Communication & Coordination, perteneciente al Nivel 2, es establecer una comunicación en la organización y asegurar que la fuerza de trabajo tiene técnicas para compartir información y coordinar actividades de manera eficiente. Esta área de proceso es la base para desarrollar los grupos de trabajo. Permite establecer una cultura que permite compartir información entre los niveles organizacionales y unidades dependientes. La comunicación interpersonal y las técnicas de coordinación son desarrolladas y suministran un base para el desarrollo estructurado de grupos de trabajo.
Communication & Coordination se relaciona con Training and Development.
Goals
1- Information is shared across the organization.
2- Individuals or groups are able to raise concerns and have them addressed by management.
3- Individuals and workgroups coordinate their activities to accomplish committed work.
4- Communication and Coordination practices are institutionalized to ensure they are performed as managed processes.
Commitment to Perform
1- Executive management establishes and communicates a set of values for the organization regarding the development and management of its workforce.
2-- The organization establishes and maintains a documented policy for conducting its Communication and Coordination activities.
3- An organizational role(s) is assigned responsibility for assisting and advising units on Communication and Coordination activities and procedures.
Ability to Perform
1- Within each unit, an individual(s) is assigned responsibility and authority for ensuring that Communication and Coordination activities are performed.
2- Adequate resources are provided for performing Communication and Coordination activities.
3- Individuals responsible for facilitating or improving Communication and Coordination activities receive the preparation needed to perform their responsibilities.
Practices Performed
1- The workforce-related policies and practices of the organization are communicated to the workforce.
2- Information about organizational values, events, and conditions is communicated to the workforce on a periodic and event-driven basis.
3- Information required for performing committed work is shared across affected units in a timely manner.
4- Individuals’ opinions on their working conditions are sought on a periodic and event-driven basis.
5- Individuals or groups can raise concerns according to a documented procedure.
6- Activities related to the resolution of a concern are tracked to closure.
7- The interpersonal communication skills necessary to establish and maintain effective working relationships within and across workgroups are developed.
8- Interpersonal problems or conflicts that degrade the quality or effectiveness of working relationships are handled appropriately.
9- Individuals and workgroups coordinate their activities to accomplish committed work.
10- Individuals and workgroups monitor and coordinate the dependencies involved in their committed work.
11- Meetings are conducted to make the most effective use of participants’ time.
Measurement and Analysis
1-Measurements are made and used to determine the status and performance of Communication and Coordination activities.
2- Unit measures of Communication and Coordination activities are collected and maintained.
Verifying Implementation
1- A responsible individual(s) verifies that the Communication and Coordination activities are conducted according to the organization’s documented policies, practices, procedures, and, where appropriate, plans; and addresses noncompliance.
2- Executive management periodically reviews the Communication and Coordination activities, status, and results; and resolves issues.
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