业务流程重组（BPR）的应用与实施策略

需积分: 9 190 浏览量更新于2024-09-17 收藏 212KB PDF 举报

"BPR (Business Process Reengineering) 应用" 现代应用科学www.ccsenet.org/mas96 BPR应用尹国利上汽通用五菱汽车股份有限公司技术发展中心，中国广西柳州市河西路18号，545007 电话：86-0772-375-1096 邮箱：yin.guoli@hotmail.com orguoli.yin@sgmw.com.cn 摘要：为了追求更大的成功或成为杰出的公司，许多企业应用BPR（Business Process Reengineering）来解决重大问题，提高效率、质量和降低成本。本文首先介绍了什么是BPR，BPR的核心以及实施BPR的好处，然后通过一个案例研究来说明如何实施BPR。作者的目的是帮助读者对BPR有深入的理解，以便能够将BPR应用于提升公司的绩效。关键词：BPR，过程，3X3原则，效益，BPR实施 1. 引言当今，客户的需求因人而异，无法满足客户需求可能导致他们转向竞争对手。此外，全球竞争迫使公司追求世界最优。同时，市场条件变化迅速，企业必须快速适应。Hammer和Champy（1993）指出，这三个因素构成了推动企业采用BPR的主要动力。 2. BPR的基本概念 BPR是一种彻底重新设计业务流程的方法，旨在显著改进组织的性能。它不仅仅是对现有流程的微调，而是对流程进行根本性的改变，以实现显著的效率提升和成本节约。 3. BPR的核心要素 BPR的核心包括对流程的重新思考和重新设计，强调以客户为中心，消除无效工作，以及利用信息技术实现流程自动化。3X3原则是BPR实施中的一个重要指导框架，它包括三个方面：3个视角（流程、信息和技术）、3个层面（战略、战术和操作）和3种变革手段（人员、流程和系统）。 4. BPR的好处实施BPR能带来诸多益处，如提高生产率、降低运营成本、缩短产品上市时间、提高服务质量以及增强企业的灵活性和竞争力。此外，它还可以帮助公司更好地响应市场变化，提高客户满意度。 5. 案例研究通过分析一个具体的企业实施BPR的过程，我们可以看到BPR是如何从识别问题、分析现有流程、设计新流程到执行和持续改进的。这个案例研究揭示了实施BPR的具体步骤和挑战，并展示了实际的改进效果。 6. 结论理解和应用BPR对于任何寻求改进的企业来说都是至关重要的。通过实施BPR，企业能够打破常规，实现业务的转型和优化，从而在激烈的市场竞争中保持领先地位。本文深入探讨了BPR的概念、核心要素、实施方法和带来的益处，对于希望改善公司绩效的管理者提供了宝贵的参考。通过学习和实践BPR，企业可以更好地适应市场动态，提升自身的竞争力。

Modern Applied Science www.ccsenet.org/mas

BPR Application

Guoli Yin

Technical Development Center, SAIC GM Wuling Automobile Co., Ltd, No.18, Hexi road, 545007, China

Tel: 86-0772-375-1096 E-mail: yin.guoli@hotmail.com or guoli.yin@sgmw.com.cn

Abstract

To pursue more success or to be outstanding, many companies apply BPR to breakthrough big issues, to increase

efficiency, quality and reduce cost. This paper first introduce what is BPR, the essential of BPR and the benefits

of BPR, then, tell us how to implement BPR through a case study. The purpose of his paper is to help readers to

have a good understanding of BPR, so as to be able to apply BPR to improve performance of their company.

Keywords: BPR, Process, 3X3 principle, Benefit, BPR implement

1. Introduction

Nowadays the requirements of customers vary from person to person. Failure to meet the customer’s requirement

is likely to drive them into the arms of a competitor. In addition, global competition drives companies to pursue

the world’s best. On the other hand market conditions change quickly, companies have to move fast to adapt.

Hammer and Champy (1993) stated that these three factors force companies to strive for a breakthrough to

increase efficiency, quality, reduce cost, to focus on strategy, technology or automation in short time. Business

Process Reengineering (BPR) is applied to obtain the above objectives (Chan and Peel, 1998, p45-46). In this

article, there is a critical appraisal of BPR, and benefit forthcoming from its implementation. Then, a BPR case

study focusing on the process will be undertaken, the purpose of which is to tell how to carry out BPR.

2. The concept of BPR

2.1 The definition of BPR

Researchers and practitioners have defined BPR in different ways with different emphases. Hammer and

Champy (1993) defined BPR as “the fundamental rethinking and radical redesign of business processes to

achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality, service

and speed.” Alter (1990) defined BPR as “a methodical process that uses information technology to radically

overhaul business process and thereby attain major business goals”. Lowenthal (1994) defined BPR as “the

fundamental rethinking and redesign of operating process and organizational structure, focuses on the

organization’s core competencies, to achieve dramatic improvements in organizational performance” (Mashari,

M,A and Zairi, M, 2000,p11). Sethi and King (1998) defined BPR as “a redesign and reorganization of business

activities that results from questioning the status quo. It seeks to fulfill specific objectives and can lead to

breakthrough improvement. It is often associated with significant cultural and technological changes”.

2.2 Critical appraisal the concept of BPR

No matter how BPR is defined, its main goal is to redesign business process. Toward this end, IT can be used as

an enabler to achieve the goals. Mostly, if the original organization is unfit for the new process, then this would

be a main block implementing the new process. So BPR always includes organizational change (Al-Mashari and

Zairi, 2000). There are five elements of the above definitions that need to be stressed:

• a focus on business process

• a questioning of the status quo

• specific objectives

• breakthrough achievement

• significant cultural change (Sethi and King,1998)

Some companies may still confuse BPR with TQM, organizational change and automation due to their similar

tools and outcomes. Actually, BPR differs from TQM in two important respects. Firstly, TQM focuses on

continuous incremental performance improvement, while BPR focuses on dramatic discontinuous improvement

– breaking away from the outdated rules and fundamental assumptions that underlie operations (Bond and

Guimaraes, 1996. Choi and Chan, 1997). Secondly, the primary purpose of BPR is to increase effectiveness of

accomplishment of the company’s management, administrative and operational tasks, while the primary purpose

of TQM is to improve the quality (Choi and Chan, 1997). Regarding organizational change, restructuring or

下载后可阅读完整内容，剩余5页未读，立即下载

kid342

粉丝: 0
资源: 1

业务流程重组（BPR）的应用与实施策略

dpk2bpr 2.1 delphi工程转bcb工程的工具

XX对XX电信IT环境评估与IT举措建议报告——中国电信ITSP&BPR咨询项.pdf

kmeans++ BPR

企业过程重组bpr的特点是什么?请举一个身边的实例说明it技术在bpr中的作用。

Java GA版本 BPR版本

yolo的bpr计算公式

ISO9001质量体系搭建和BPR业务流程重组有什么区别和联系？

.bpr .cpp

python 采用bpr函数实现FW交通配流

最新资源