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论文编号：	291
作者编号：	2120062325
上传时间：	2008/12/12 15:22:50
中文题目：	TW企业重组后业务流程再造研究
英文题目：	TW Enterprise BPR Reserch/tit
指导老师：	薛有志
中文关键字：	业务流程再造, 企业重组, 流程优
英文关键字：	Business Process Re-engineerin
中文摘要：	进入2O世纪9O年代，企业竞争环境在经济全球化背景下发生了深刻的变化。随着生产效率的提高，整个社会的物质资源的丰富，客户变得越来越挑剔，客户的需求变得更加多样化、个性化。企业为了在激烈的竞争环境中立于不败之地，采取了不断创新生产技术，逐渐缩短产品生命周期的方法。然而这并没有改变企业的处境。为什么呢？首先，传统的企业模式强调产品生产的标准化和规范化，采用重复性劳动以降低产品的成本并提高生产效率。然而，由于顾客对产品要求的提高，产品更新速度的加快，传统的企业生产模式使得企业生产的商品与市场的需要严重脱钩。它不但不能适应市场需求，反而阻碍了企业的正常发展。企业要打破僵局，就必须对传统的生产流程进行改造，以提高企业的适应力、竞争力。其次，传统的企业模式强调组织按专业职能划分，各职能部门缺乏整体意识，无人负责整个经营过程，不能把企业内部各部门、各环节衔接起来，往往对外界的需求反应缓慢。有些企业可能刚开发出产品，顾客已经转移方向了，造成了大量的浪费，对企业的发展也很不利。 因此，为了提高企业的综合竞争力，业务流程再造作为一种新的管理变革思想，被视为获得竞争优势的重要战略，也是企业管理创新的重要内容。它强调用系统优化的观点，以满足客户需求为主要导向，对企业内外部管理历程进行通盘考虑，引入新的流程改进观念和工具，进行变革。 业务流程再造是上世纪90年代初迈克尔.哈默提出的。他强调“根本性再思考和彻底性再设计”，其目的是在成本、质量、服务和速度等方面取得显著性的改善，使得企业能最大限度地适应以顾客、竞争、变化为特征的现代企业经营环境。提出再造企业的首要任务是进行业务流程再造，只有做好业务流程再造，才能使企业彻底摆脱困境。至此，业务流程再造作为一种新的管理思想，像一股风潮席卷了整个美国和其他工业化国家，并大有风靡世界之势。 虽然有许多的企业因为实施了业务流程再造重新获得了生机，但从近期的权威机构的统计来看，业务流程再造失败的为70%，其存在的原因主要是对项目实施环境的辨识和应对存在偏差，业务流程再造是一个系统的工程，任何一个环节的失误都会导致整个工程的失败，甚至在实施业务流程再造后的结果与当初的预想大相径庭，更有甚者，企业由于实施了业务流程再造而陷入了困境，这样的案例也不胜枚举。但是不能因此而否定业务流程再造的效果，只要在实施业务流程再造之前充分做好调查，认真研究企业的各种环境因素，具体分析好企业所面临的问题并作出正确的应对的基础上，业务流程再造成功的可能性还是很高的，特别是对于重组后的企业来说，实施业务流程再造是企业成败的关键。 本文针对TW企业在重组后实施业务流程再造过程的真实案例，在对业务流程再造理论详尽阐述的基础上，首先说明了TW企业运营中存在的问题和面对的挑战，分析实施业务流程再造的必要性，确定业务流程再造应遵循的原则和实施步骤。其次，通过详细的定性分析和定量分析，识别企业运营中存在的问题。根据重要性原则和实施的难易程度，确定出最迫切需要优化的业务流程。进而通过对涉及的目标业务流程详细的现状分析和问题识别，提出再造方案，并总结实施的初步成效。除此之外，本文也说明了业务流程再造与企业组织结构、战略以及信息化之间的关系。并以TW企业业务流程再造项目为例，详细分析TW企业战略，组织结构再造的过程总结了TW企业实施过程中的要点并对TW企业的实施效果进行了分析。 业务流程再造是一项复杂的工程，需要公司从上倒下全体人员的参与，主要领导一定要亲自抓。作为一个系统的根本性改革，必须取得公司最高领导班子的支持，尤其是一把手的亲自参与必不可少。然后，鼓励员工广泛参与。员工是业务流程的最终执行者，员工的参与有助于其尽快适应和完善系统。实践表明，只有1/3以上员工的不同程度参与才有可能达到最佳效果，所以在流程试点的时期，应鼓励员工积极参与执行。业务流程再造实施以后，并不是一成不变，企业的外部环境、内部环境都在变化，企业要根据环境的变化不断的进行流程梳理和优化，发现问题并不断解决问题，使业务流程能够高效的运行，达到效率与效果完美的统一，真正实现改善企业管理的目的。
英文摘要：	After entering the 1990s, the competitive environment of the corporation has profoundly changed. With the increase of the Production efficiency and the rich of the social material, the client has become more and more critical and their demand has become more and more diversified and individual. The corporation has constantly created their new technology, gradually shortened the research time of the products in order to win this severe competition. However, this seems to be useless for changing the situation of the corporation. The reasons are as follow: First, the traditional corporation model emphasized the standardization, they tend to take repetition action to reduce the cost of the product and therefore improve the production efficiency. However, with the increasing demand of the clients to the products and the fast updating of the product, the products of the corporation cannot meet the demand of the market in the traditional corporation model. If the corporation wants to improve the situation, they have to alter the traditional produced process to boost the adaptation and competition of the corporation. Next, the traditional corporation model emphasized that the organization should be classified with the special function. Each functional department is lack of the whole sense. There is no person who is responsible for the whole process. We cannot link up every department and every part together. Hence, even if the corporation has the latest product, the clients maybe have other demands, which cause the plentiful waste to the corporation. Therefore, to strengthen and enhance the competitive advantages is critical for the company to win in the competition. Business Process Reengineering (BPR) as an new innovative management concept is considered an important strategic method to acquire competition advantages. BPR introduces new concepts and tools of process improvement, and emphasizes the viewpoints of system optimizing and custom oriented. Usually BPR can make a stupendous progress in performance. BPR was put forward by Hammer in the last 90s. He emphasized “ Fundamental Rethought and Radical Redesign”. The purpose is to gain obvious change in the aspects of costs, quality, service and speed in order to let the enterprise adapt the modern enterprises management environment which features are customers, competitions and changes. The most important task of recreation enterprises is recreation of operation procedure. Only do well in recreating operation procedure, can we let the enterprises get rid of the trouble. Until now, as a new management thought, BPR sweeps the whole and other industrial countries, and will going to sweeps the whole world. Although many enterprises get the new chances due to implement BPR. But form the statistic of several authoritative institutions, 70% of BPR failed. The main reason is differentiating and answering the project circumstance. BPR is a systemic project. Any mistake will lead to the failure of whole project; even make the result quite different with what we expected. Even worse, we can see many enterprises get into trouble because of recreation operation procedure. However, we cannot deny the effect of BPR. If we make enough investigation before BPR, research all kinds of environment factors in the enterprise, analyze the problems with enterprise faces and deal with them correctly, the possibilities of success is extremely high. Post-merger BPR is the key of success. This thesis is an actual case of TW enterprise who executes BPR. On the base of introducing BPR theory exactly, firstly, it accounts for the problems exists and challenges which enterprises faces, analyzes the necessity of implementing BPR and make certain the principles and steps which we should abide by. Next, identify the problems existing in management through detailed qualitative analysis and quantitative analysis. Identify the operation which should be optimized urgently according to important principles and level of difficulty. To some deep extent, through the analyzing of actuality and identification of problems, we should bring forward recreation plan and concludes the initial effect. Except that, the writer analyses the connection of BPR, enterprise structure, strategy and information. Taking the TW enterprise’s BPR program as an example, on the base of analyzing it’s strategy and meliorating it’s structure. Meanwhile, we concluded the key points of the execution process of the TW Corporation and analysis the performed results of the TW Corporation. BPR is a complicated project. It needs all staff’s participation and the main leaders should lead it in person. As a fundamental reform of a system, it must be supported by the highest leaders and this participation cannot be omitted. Furthermore, we should encourage staff to take part in widely. Staff is the ultimate executive of operation procedure and the participation will help it adapts quickly and optimize the system. Therefore, during the experiment of procedure, we should encourage staff to take part in the execution. BPR is not invariable after it is been executed. The interior and exterior environment is always changing so the enterprises should change accordingly. After completing BPR, discover problems and dissolve them in the process. Make enterprise’s process more efficiency, uniting effect and efficiency, and really realize the aim of improving enterprise management.
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