以兼并为契机，实现企业再造
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摘要
选择广安建材集团公司（以下简称广建集团）作为我论文的研究对象，是因为广建集团作为一个典型的国有大中型企业，经历了计划经济时期企业的鼎盛阶段，为国民经济的发展作出了重大的贡献。然而，随着社会的进步，市场经济的充分发展、经济全球化的趋势、竞争的日趋激烈，企业和大多数国有企业一样，无法适应飞速发展变化的社会经济情况，企业整体效益不断下滑，应收账款居高不下，工作效率比较低下，人浮于事现象突出，这些问题已严重困扰企业的生产经营管理。虽然经过了建立现代化企业制度、企业改制、转换经营机制等多种方式，但企业仍然没有走出困境。这就带来一个发人深思的问题，为什么国有企业经过所谓的“改制”后，并没有取得理论上应有的成效呢？我认为，通过对广建集团各种问题的细致分析，并在此基础上探索出一条具有实际性、可操作性的企业再造之路，不仅对企业扭亏增盈有帮助，而且对解决目前许多国有大中型企业所面临的共同问题，使这些企业步入管理高效、决策科学、适应市场、发展壮大的良性循环之路，也将具有较大的参考价值。
本文主要有以下几个方面的内容：
第一部分：公司简介
在这一部分里，简要讲述公司的概况，包括发展历史、主要业绩、目前面临的经营困境。
第二部分：企业再造
一．"企业再造(Re-engineering)",也称为组织重建、流程改革。就是对公司的流程、组织结构、文化进行彻底的、急剧的重塑，提高企业的效率与简化企业的层级架构，提高顾客满意度，以达到绩效的飞跃。
二．企业再造的核心：彻底的对企业进行重新构造；戏剧性获得显著增长；围绕业务流程展开。将以职能为核心的传统企业改造成为以流程为核心的新型企业。
三．企业再造与其他管理理念的区别
通过对比企业再造理论与此前流行的全面质量管理、适时制造、事业重组、Z理论的区别，说明企业再造不同于以前的理论，是一种全新的管理创新模式。
四．企业再造的意义
第三部分：企业再造的过程
这部分内容是本文的重点，前面我们介绍了企业的困境和解决困境的理论，但把理论与实际结合起来，使企业经过再造后能真正的焕发新生，则是一个永恒的主题。
首先，需要论述的是企业实施再造的内外部原因，
其次，把握企业再造的关键环节，以企业兼并为契机，以ISO9000质量管理为突破口，以“柔性管理”为最终目标。
第三．通过对企业原有流程的分析，实施企业再造。具体的流程设计包括组织建设、环境建设、文化建设、制度建设、人力资源建设、绩效改进。
第四部分：实施企业再造中会遇到各种各样的问题，针对问题，提出解决的办法。
最后，企业再造的方案实施并不意味着企业再造的结束，在社会发展日益加快的时代，企业总是不断面临新的挑战，这就需要对企业再造方案不断地进行改进，适应新形势的需要。
The reason for choosing Guang'an construction material corporation (hereinafter called Guang Jian co. for short) as the research object of this paper is that Guang Jian co., a typical state-owned big and middle-sized corporation, witnessed a splendid period of planned economy, and has contributed greatly to the development of state economy. However, with the progress of the society, full development of market economy, the trend of economic globalization, and the fierce competition, the corporation, like most other state-owned enterprises, can't adapt to the rapid development and the changes of social economy . The whole efficiency of the corporation has been gradually descending, the bills that should be paid to the corporation maintain high , productivity is lower and the phenomenon of overstaff is becoming more and more serious. These problems have already seriously embarrassed the production and management. Though it has already tried a lot of ways, such as establishing modern enterprise system, reforming the enterprise and changing the running system, the corporation has not stepped out of the embarrassment yet. This brings us a problem worth thinking-why our state-owned corporations can't achieve efficiency that theoretically should be obtained through the so-called "system reforms". the author thinks, through a careful analysis of the problems within Guang Jian Corporation, to explore a practical and maneuverable way of reorganizing the enterprise is not only helpful to the enterprise's reducing deficit and profit increase, but also has a reference value for solution to common problems confronted by a lot of big and middle-sized enterprises at present.It can make enterprises step into a good circle, i.e. , management is highly efficient, decision is scientific, the enterprises can adapt to the market, and make they can develop and become stronger. The author
hopes that this paper can brings more advice that is beneficial to reforming state-owned enterprises.
The paper mainly includes the following several parts:
Part I:
Introduction to the corporation. including its development history, main contributions. and management difficulties at present.
Part II:
First,"re-engineering" is also called organization rebuilding and program reforming. That's to say, the company's programs, organizational structure and culture are rebuilt completely and radically in order to raise the efficiency of the enterprise and to simplify the hierarch structure of the enterprise and to achieve the rapid growth of efficiency.
Second, core of the re-engineering: complete rebuilding of the enterprise, dramatical notable growth and development around manufacturing process as well as reform of the traditional enterprises which function-centered profession into a new type of enterprises based on manufacturing process.
Third, other differences between enterprise rebuilding and managing thinking. By comparing the differences between enterprise rebuilding and current widely-used all-round quality management, adapting manufacture, enterprise re-combination and Z theory, we can know that enterprise rebuilding is different from the old theories and that, it is a completely new management creative model.
Fourth, the significance of enterprise rebuilding.
Part III:
The procedure of enterprise rebuilding.
This part is the main part of the paper. Above all, the paper has introduced embarrassment the enterprise is faced with and the theories applied to solve this problem. Furthermore, combination of the theories and practive and the rebirts of an enterprise , is a forever topic.
First, what is necessary to be discussed is the inner and outer factor of enterprise rebuilding.
Second, grasping the key of enterprise rebuilding, take the chance of enterprise combination, adopt ISO9000 quality management as breakthrough and "soft management" as final target.
Third, through the analysis of the enterprise's original program, the paper points out that the enterprise should conduct enterprise rebuilding.
本文主要有以下几个方面的内容：
第一部分：公司简介
在这一部分里，简要讲述公司的概况，包括发展历史、主要业绩、目前面临的经营困境。
第二部分：企业再造
一．"企业再造(Re-engineering)",也称为组织重建、流程改革。就是对公司的流程、组织结构、文化进行彻底的、急剧的重塑，提高企业的效率与简化企业的层级架构，提高顾客满意度，以达到绩效的飞跃。
二．企业再造的核心：彻底的对企业进行重新构造；戏剧性获得显著增长；围绕业务流程展开。将以职能为核心的传统企业改造成为以流程为核心的新型企业。
三．企业再造与其他管理理念的区别
通过对比企业再造理论与此前流行的全面质量管理、适时制造、事业重组、Z理论的区别，说明企业再造不同于以前的理论，是一种全新的管理创新模式。
四．企业再造的意义
第三部分：企业再造的过程
这部分内容是本文的重点，前面我们介绍了企业的困境和解决困境的理论，但把理论与实际结合起来，使企业经过再造后能真正的焕发新生，则是一个永恒的主题。
首先，需要论述的是企业实施再造的内外部原因，
其次，把握企业再造的关键环节，以企业兼并为契机，以ISO9000质量管理为突破口，以“柔性管理”为最终目标。
第三．通过对企业原有流程的分析，实施企业再造。具体的流程设计包括组织建设、环境建设、文化建设、制度建设、人力资源建设、绩效改进。
第四部分：实施企业再造中会遇到各种各样的问题，针对问题，提出解决的办法。
最后，企业再造的方案实施并不意味着企业再造的结束，在社会发展日益加快的时代，企业总是不断面临新的挑战，这就需要对企业再造方案不断地进行改进，适应新形势的需要。
The reason for choosing Guang'an construction material corporation (hereinafter called Guang Jian co. for short) as the research object of this paper is that Guang Jian co., a typical state-owned big and middle-sized corporation, witnessed a splendid period of planned economy, and has contributed greatly to the development of state economy. However, with the progress of the society, full development of market economy, the trend of economic globalization, and the fierce competition, the corporation, like most other state-owned enterprises, can't adapt to the rapid development and the changes of social economy . The whole efficiency of the corporation has been gradually descending, the bills that should be paid to the corporation maintain high , productivity is lower and the phenomenon of overstaff is becoming more and more serious. These problems have already seriously embarrassed the production and management. Though it has already tried a lot of ways, such as establishing modern enterprise system, reforming the enterprise and changing the running system, the corporation has not stepped out of the embarrassment yet. This brings us a problem worth thinking-why our state-owned corporations can't achieve efficiency that theoretically should be obtained through the so-called "system reforms". the author thinks, through a careful analysis of the problems within Guang Jian Corporation, to explore a practical and maneuverable way of reorganizing the enterprise is not only helpful to the enterprise's reducing deficit and profit increase, but also has a reference value for solution to common problems confronted by a lot of big and middle-sized enterprises at present.It can make enterprises step into a good circle, i.e. , management is highly efficient, decision is scientific, the enterprises can adapt to the market, and make they can develop and become stronger. The author
hopes that this paper can brings more advice that is beneficial to reforming state-owned enterprises.
The paper mainly includes the following several parts:
Part I:
Introduction to the corporation. including its development history, main contributions. and management difficulties at present.
Part II:
First,"re-engineering" is also called organization rebuilding and program reforming. That's to say, the company's programs, organizational structure and culture are rebuilt completely and radically in order to raise the efficiency of the enterprise and to simplify the hierarch structure of the enterprise and to achieve the rapid growth of efficiency.
Second, core of the re-engineering: complete rebuilding of the enterprise, dramatical notable growth and development around manufacturing process as well as reform of the traditional enterprises which function-centered profession into a new type of enterprises based on manufacturing process.
Third, other differences between enterprise rebuilding and managing thinking. By comparing the differences between enterprise rebuilding and current widely-used all-round quality management, adapting manufacture, enterprise re-combination and Z theory, we can know that enterprise rebuilding is different from the old theories and that, it is a completely new management creative model.
Fourth, the significance of enterprise rebuilding.
Part III:
The procedure of enterprise rebuilding.
This part is the main part of the paper. Above all, the paper has introduced embarrassment the enterprise is faced with and the theories applied to solve this problem. Furthermore, combination of the theories and practive and the rebirts of an enterprise , is a forever topic.
First, what is necessary to be discussed is the inner and outer factor of enterprise rebuilding.
Second, grasping the key of enterprise rebuilding, take the chance of enterprise combination, adopt ISO9000 quality management as breakthrough and "soft management" as final target.
Third, through the analysis of the enterprise's original program, the paper points out that the enterprise should conduct enterprise rebuilding.
引文
1、苏米特拉·杜塔 让–弗朗索瓦·曼佐尼，《过程再造、组织变革与绩效改进》，中国人民大学出版社，2001年10月第一版
2、J·弗雷德·威斯通、郑光：《兼并、重组与公司控制》，经济科学出版社，1998年；
3、哈默、钱皮，《改造企业》，牛顿出版社；
4、彭立，《四川广安建材集团有限责任公司发展战略的思考》，西南财经大学，2001年
5、《管理创新速成》，企业管理出版社，2002年
6、颜光华、刘正周，《企业再造》，上海财经大学出版社，1998年
7、圣吉，《第五项修炼：学习型的艺术和实务》，三联书店，1994年
8、托马斯·克拉克、伊莱恩·孟克豪斯，《企业再思考—未来企业模式》，上海交通大学出版社，2001年
9、俞剑平，《工商管理学精华读本》，民主与建设出版社，2001年
2、J·弗雷德·威斯通、郑光：《兼并、重组与公司控制》，经济科学出版社，1998年；
3、哈默、钱皮，《改造企业》，牛顿出版社；
4、彭立，《四川广安建材集团有限责任公司发展战略的思考》，西南财经大学，2001年
5、《管理创新速成》，企业管理出版社，2002年
6、颜光华、刘正周，《企业再造》，上海财经大学出版社，1998年
7、圣吉，《第五项修炼：学习型的艺术和实务》，三联书店，1994年
8、托马斯·克拉克、伊莱恩·孟克豪斯，《企业再思考—未来企业模式》，上海交通大学出版社，2001年
9、俞剑平，《工商管理学精华读本》，民主与建设出版社，2001年
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