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论文编号：	3456
作者编号：	2120082616
上传时间：	2011/6/13 14:51:58
中文题目：	华为公司流程再造研究
英文题目：	The Analysis on Huawei Process Reengineering
指导老师：	韩德昌
中文关键字：	华为公司.流程识别.流程再造
英文关键字：	Huawei Process Identification Process Reengineering
中文摘要：	“业务流程再造”是近二十年来管理学的热门话题，甚至被称为管理学的又一次革命。从1993年迈克尔.哈默（Michael Hammer）与詹姆斯.钱皮（Jame Champy）提出流程再造理论以来，欧美发达国家企业已经对流程再造有了较为深刻的掌握，并在实践应用中受益匪浅。流程再造理论传入我国，也仅仅是从九十年代末，新世纪初开始有所了解，但真正能掌握并应用流程再造理论的企业并不多，从理论应用中受益的企业则更加少。 本论文正是以华为公司成功进行流程再造为例，对流程再造全过程进行分析研究，以期从中发现流程再造成功的关键因素和注意事项，并对流程再造理论进行补充和完善，使之更能适应于我国国情，为其他有流程再造需求的企业提供参考。 文中首先对研究流程再造的背景和意义进行了说明，并提出本文研究的方法和框架，尽可能地全面展现流程再造过程，以实际案例说明问题,关注对流程再造结果产生影响的细节问题，并力求在理论完善上有所创新。 其次，对流程再造理论产生的背景进行了分析，阐述了流程再造理论是应企业在市场发展中所面临的客户、竞争、变化的需要而产生，并对流程再造在国内外的应用情况进行了分析。 再次，简单介绍了华为公司情况，对华为公司引入流程再造的背景进行了分析说明，详细介绍了华为流程再造项目全过程，对华为实施流程再造的成果及问题进行了分析说明。提出了影响流程再造成功的关键因素在于：最高领导的绝决心，流程再造是心灵上的革命，选择恰当的时机，变革不能过分关注眼前利益，变革不能一蹴而就等观点。 最后，从华为流程再造的得失中总结出几点启示：企业不能为变革而变革；变革是一场心灵的革命；变革主要依靠组织内部力量进行；流程再造不一定非要推倒重来；变革不是短期项目而是无止境的长期工程。希望能在一定程度上供后续国内其他有流程再造想法和计划的企业进行借鉴、参考。
英文摘要：	"Business process reengineering" is a hot topic in management in the past two decades，and is even called the revolution in management. The theory of process reengineering has been proposed by Michael Hammer and James Champ since 1993. European and American companies of developed countries have grasped the theory of BPR more profoundly, and get benefit form practice. Process reengineering theory come into China only from the late nineties, the companies began to understand in the new century, but not so many to really grasp it and put into practice. Moreover, there is rarely companies can be benefit from the theory. This paper takes Huawei's successful process reengineering as example, to analyze the entire development of BPR in order to find out the critical factors and attentions to success, and to supplement and improve the theory, so that it can adapt to national conditions, and also provide references for the companies demanded for BPR. Firstly, the process were described and presented in the first part of the background and significance, and also offer the method and framework for this study. As comprehensive as possible to show the course of process reengineering. Using actual cases to illustrate the problem, concerning about the impact and detailed results of process reengineering, and the improvement on innovation theories. Secondly, the background of process reengineering was analyzed. The theory of business process reengineering should contribute to market development in the face of customers, competition, and changes in the needs of production. The application of process reengineering at home and abroad were also part of the analysis. Then, the situation of Huawei is described briefly in the paper to illustrate the background of BPR in Huawei, and introduce the whole process of BPR projects. The results of the implementation is also analyzed and explained. The key successful factors to the impact of BPR is the absolute determination of a top leader, the mental revolution of process reengineering, the right timing, the seeing of results in the long-run, and the patience of waiting for perspectives to be changed. Finally, to summarize the pros and cons from Huawei’s BPR. Companies can not innovate for innovation; change is a revolution in the mind; change depends on the organization; the process of BPR does not need to reinvent, change is not a short-term project but is the long-term project. To a certain extent, we hope that process reengineering for domestic use and business ideas are used as plans for reference.
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