Soonfor Software created a miracle in the software industry in just 4. months;

On May 1, 2016, the Soonfor ERP project of Huizhou Henghe Wood Furniture Co., Ltd. was officially launched. After the project started, although the company had a weak digital foundation, some managers had rigid mindsets, and personnel in key positions resisted the project, making progress difficult, the people of Henghe did not retreat. With Soonfor's comprehensive system functions, mature project implementation system, and the professionalism of its consulting team, the problems that had accompanied Henghe for 26 years were no longer problems.

Brief introduction to the Henghe project journey: project launch on May 1 - closed training in May - overall trial operation in June - full go-live in July - stabilized operation in August - project closure on August 31. The success of the project was inseparable from the following important factors:

Henghe set itself a ten-year goal of becoming the No. 1. fixed-installation custom manufacturing enterprise in China. It was clear that continuing under the current factory conditions could not support this goal, and even survival might become an issue, so reform was something Henghe urgently needed to carry out. At the company's internal tenth anniversary celebration, President Lin especially emphasized, "Anyone who does not support ERP implementation should leave Henghe. Even if Henghe declines and returns to a family workshop, when I rise again next year, I will still implement this Soonfor ERP." His words were simple and blunt, but they also demonstrated his firm determination.

Henghe built a project promotion team with clearly defined responsibilities, issued a project meeting system and a Soonfor ERP reward and penalty system, established a RMB 50,000 project bonus pool, and controlled the process throughout using the Soonfor project points management mechanism. This effectively eliminated major resistance factors in the project and encouraged a positive working attitude among project members.

The company sorted out the connection points between the work of each department, set more efficient and feasible processes, and built three major operating process systems: the business cycle, procurement cycle, and production cycle. Through process training and posting workflows on walls, it deepened awareness of standardized operations in every position. Implementing new processes inevitably meant abandoning old working methods. In the early stage of production go-live, the process required issuing materials according to orders. There was once an incident in which materials from a supplier were not recorded in time, making it impossible to issue a material pick slip. The production supervisor temporarily lost emotional control, smashed the window glass of the material warehouse with one punch, complained that the system was hindering production, and demanded that materials be issued directly without documentation as before. In response, President Lin issued a mandatory rule that everyone must work according to orders, and violators would face serious penalties. At the same time, all departments responsible for document entry were required to complete the day's documents on the same day. After one month of adjustment, material inventory accuracy increased from the previous 70% to 95%, and the entire process from issuing production material pick documents to distributing materials could almost always be completed within 30 minutes. At present, the manual mode of operation has been completely eliminated from the production process.

According to the characteristics of Henghe Wood Industry, intelligent customized splitting was carried out between project management and orders. Every order detail can be traced back to its contract, and together with the system's automatic warning function, this effectively avoids the major risk of losing control between contracts, orders, and shipments. The problem that once caused serious economic losses to the company, where a contract amount of RMB 8. million resulted in actual deliveries worth RMB 12 million, can no longer recur.

As everyone knows, the furniture industry generally lacks management, and this problem is even more prominent in the fixed-installation customization sector. Henghe Wood Industry was no exception. At the beginning of the project, almost everyone thought that Soonfor was just software and had no way to change Henghe's management status quo. To quote PMC Manager Zhang at the closing conference: "We always thought that because we do fixed installation, we are very special, so we raised many assumptions and unrealistic demands in the early stage. Looking back now, we made many jokes. On one hand, we did not understand Soonfor well enough, and on the other hand, our understanding of management was insufficient. Soonfor ERP is really very powerful. Every function point has its own management meaning, basically covering the functions related to the daily work of every position in our PMC department, and it can automatically calculate labor, output value, cost, and more. With the guidance of the consultants and the application of the system, the work of the PMC department gained the management value it should have had and achieved the major goal we had wanted to realize for many years." Therefore, Soonfor is truly not just software, but a mature management system.