兰石锻造热处理厂销售与生产流程再造研究
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摘要
流程再造的理论研究已十多年,仍没有形成规范化的方法体系,而现代企业面对着越来越大的生存压力,已经将流程再造作为迅速提高企业核心竞争能力的重要途径,因此流程再造方法成为学术界和企业界共同关心的焦点问题。
流程再造成功的实例多发生在大型企业,这是由于大型企业在人力资源和信息技术等方面拥有明显优势。中小型企业在保证我国经济适度增长、缓解就业压力、推动技术创新、促进国民经济增长和保持社会稳定等方面发挥着重要作用,因而管理界的学者和专家都在不断地探讨保证中小企业流程再造成功的模式。本文依据现有在系统化再造模式研究方面的成果,结合兰石锻造热处理厂的经营管理的现状,通过兰石锻造热处理厂销售和生产流程改造的实践,探索符合中国中小企业业务实际的再造模式。
本文包含以下几个部分。首先介绍了兰石锻造热处理厂的基本状况,在充分理解企业业务流程再造理论的基础上,对该厂的生产与销售流程现状进行分析,并指出存在的问题。制订了企业业务流程改造的总体指导战略,然后在优化企业组织结构和构建信息平台的基础上,设计了新的销售、生产流程,最后,论述了流程的实施、评价、优化和保障问题。提出田简至难,全面统筹,局部突破,持续改进的中小企业流程改造的指导思想和基本原则。在关键流程改造的同时建立信息系统、优化组织结构,该厂流程改造的实践证明信息系统是流程改造的基石,组织结构是基本保障。本文对系统开发中涉及的软件技术进行了简单介绍,对建立信息系统和充分运用信息系统,创造性的发挥信息系统的作用,优化和保障流程改造的实施进行了论述。
Although the theoretical investigation of the Business Process Reengineering(BPR) have sustained almost ten years, there is still not a normative system, the survivable pressure that the modern enterprises suffer from is bigger than before, they make BPR as the important channel to improve their core-competitiveness promptly, so the method of BPR becomes the hot issue between the academia and business circle.
BPR is born again the successful example to occur much in the Major industry, this is because the Major industry in aspects and so on human resources and information technology has the obvious superiority. The Small and medium-sized enterprise was guaranteeing that our country economy moderate increase, the alleviation employment pressure, the impetus technological innovation, promotes the national economy to grow and to maintain aspects and so on social stability is playing the intluential role, thus the management scholar and the experts unceasingly is discussing guaranteed that the small and medium-sized enterprise BPR is born again the successful pattern. This article rests on has in the systematized restoration pattern research aspect achievement, the union high integrity forging heat treatment factory of LS management and operation present situation, through the high integrity this factory sale and the production process transformation's practice, the exploration conforms to the Chinese Small and medium-sized enterprise service actual restoration pattern.
This article contains the following several parts. First introduced the high integrity forging heat treatment factory's basic condition? in the full understanding business events flow restoration theory's foundation, carries on the analysis to this factory's production and the sales flow present situation, and points out the existence the question. Has drawn up the business events flow reorganization overall instruction strategy, then to the enterprise organizational structure improvement and in the information platform construction's foundation, has designed the new sale, the production process, finally, elaborated the flow implementation, the appraisal and the optimized question. Proposed that by Jan Zhinan, the comprehensive overall plan, the local penetration, the small and medium-sized enterprise flow transformation guiding principle which and the basic principle improves continually. While the essential flow transformation's message creation system, the adjustment organizational structure, this factory flow transformation's practice proved that the information system is the flow transformation cornerstone, the organizational structure is the basic safeguard. This article the software technique which involves to the system development in carries on introduced simply that to the message creation system and the full utilization information system, the creative display information system's function, optimized and the safeguard flow transformation's implementation has carried on the elaboration.
流程再造成功的实例多发生在大型企业,这是由于大型企业在人力资源和信息技术等方面拥有明显优势。中小型企业在保证我国经济适度增长、缓解就业压力、推动技术创新、促进国民经济增长和保持社会稳定等方面发挥着重要作用,因而管理界的学者和专家都在不断地探讨保证中小企业流程再造成功的模式。本文依据现有在系统化再造模式研究方面的成果,结合兰石锻造热处理厂的经营管理的现状,通过兰石锻造热处理厂销售和生产流程改造的实践,探索符合中国中小企业业务实际的再造模式。
本文包含以下几个部分。首先介绍了兰石锻造热处理厂的基本状况,在充分理解企业业务流程再造理论的基础上,对该厂的生产与销售流程现状进行分析,并指出存在的问题。制订了企业业务流程改造的总体指导战略,然后在优化企业组织结构和构建信息平台的基础上,设计了新的销售、生产流程,最后,论述了流程的实施、评价、优化和保障问题。提出田简至难,全面统筹,局部突破,持续改进的中小企业流程改造的指导思想和基本原则。在关键流程改造的同时建立信息系统、优化组织结构,该厂流程改造的实践证明信息系统是流程改造的基石,组织结构是基本保障。本文对系统开发中涉及的软件技术进行了简单介绍,对建立信息系统和充分运用信息系统,创造性的发挥信息系统的作用,优化和保障流程改造的实施进行了论述。
Although the theoretical investigation of the Business Process Reengineering(BPR) have sustained almost ten years, there is still not a normative system, the survivable pressure that the modern enterprises suffer from is bigger than before, they make BPR as the important channel to improve their core-competitiveness promptly, so the method of BPR becomes the hot issue between the academia and business circle.
BPR is born again the successful example to occur much in the Major industry, this is because the Major industry in aspects and so on human resources and information technology has the obvious superiority. The Small and medium-sized enterprise was guaranteeing that our country economy moderate increase, the alleviation employment pressure, the impetus technological innovation, promotes the national economy to grow and to maintain aspects and so on social stability is playing the intluential role, thus the management scholar and the experts unceasingly is discussing guaranteed that the small and medium-sized enterprise BPR is born again the successful pattern. This article rests on has in the systematized restoration pattern research aspect achievement, the union high integrity forging heat treatment factory of LS management and operation present situation, through the high integrity this factory sale and the production process transformation's practice, the exploration conforms to the Chinese Small and medium-sized enterprise service actual restoration pattern.
This article contains the following several parts. First introduced the high integrity forging heat treatment factory's basic condition? in the full understanding business events flow restoration theory's foundation, carries on the analysis to this factory's production and the sales flow present situation, and points out the existence the question. Has drawn up the business events flow reorganization overall instruction strategy, then to the enterprise organizational structure improvement and in the information platform construction's foundation, has designed the new sale, the production process, finally, elaborated the flow implementation, the appraisal and the optimized question. Proposed that by Jan Zhinan, the comprehensive overall plan, the local penetration, the small and medium-sized enterprise flow transformation guiding principle which and the basic principle improves continually. While the essential flow transformation's message creation system, the adjustment organizational structure, this factory flow transformation's practice proved that the information system is the flow transformation cornerstone, the organizational structure is the basic safeguard. This article the software technique which involves to the system development in carries on introduced simply that to the message creation system and the full utilization information system, the creative display information system's function, optimized and the safeguard flow transformation's implementation has carried on the elaboration.
引文
[1]王国化.丰田制造业真经[M].北京：北京工业大学出版社,2006：3
[2]薛武强,张志锋.我国企业的理性选择—ERP与BPR的整合[J].会计电算化,2003,20(1)：14-15.
[3]帕切特.余凯成等(译).工作研究—现代科学管理技术介绍[M].北京：中国对外翻译出版公司,1988：12-14
Earl M. J, Bushra, How New is Business Process Redesign [J]. Europe Management, 1994,12:20-30.
[5]Kettinger W. J, Grover V. Special Section:Toward a Theory of Business Process Change Management[J]. Journal of Management Information System,1995, Summer:9-30.
[6]Raymond L, Bergeron F, Rivard S. Determinants of Business Process Reengineering Success in Small and Large Enterprises:An Empirical Study in the Canadian Context[J].Journal of Small Business Management,1998,2:72-87.
[7]Davenport T. H, Short J. E. The new industrial engineering:Information technology and business process redesign[J]. Sloan Management Review, 1990,32(4):11-27.
[8]Barrett J.L. Process visualization:getting the vision right is the key. Information Systems Management,1994,11 (2):14-23
[9]Hall G, Rosenthal J, Wade J. How to make reengineering really work [J].Harvard Business Review,1993,71 (6):19-31.
[10]黄速建,黄群慧.现代企业管理—变革的观点[M].北京：经济管理出版社,2007,3：149.
[11](美)迈克尔.哈默,史蒂文斯.坦顿著.梅俊杰,杨勇艇,张旦伝译.改革革命：确保改革成功的指导原则[M].上海：上海译文出版社,1998：11.
[12]余菁.企业再造：重组企业的业务流程[M].第1版.广州：广东经济出版社,2000,10：138,140,159-166,167,228,240-244.
[13]李大勇,达庆利.企业重组的内部关系及经济学解释[J],中国软科学,2000,7.
[14]张树帆.基于系统观的BPR思想分析[J].合肥：合肥工业大学学报(自然科学版),1999,9：32
[15]李建中,陈良酞.BPR的生命周期方法论及其应用[J].工业工程与管理,2000,1.
[16]李建中,陈良酞,杨志周.用IT表达的过程再造途径及其应用案例[J],工业工程与管理,1999,4：14
[17]裴金林.BPR失败的原因[J].IT经理世界,1998：17.
[18]王旗林,黎志成.应用信息技术重组企业流程[J].科学进步与对策,1999,4
[19]李源,樊治平,李为.企业过程再造的价值工程方法[J].工业工程与管理,1999,2.
[20]张后启.业务流程重组及ERP系统应用—一场新的管理革命[J].电子与信息化,1999,9.
[21]胡峰.企业业务流程再造：理论、实践及启示[J].石家庄经济学院学报,2002,4.
[22]陈荣秋,马士华.生产与运作管理[M].第1版.北京：高等教育出版社,1999.6：268.
[23]李相佑.企业管理的业务流程重建[J].科技情报开发与经济,2005,15(3)：235-236.
[24]Gou Hongmei, Huang Biqing. Petri-Net-Based Business Process Modeling for Virtual Enterprises[J]. North River Press Inc,2000,65,:3183-3188.
[25]刁玉柱.供应链竹理环境下业务流程再造研究[D].东北财经大学,2004,
[26]李宇鹏,赵小达.业务流程再造的过程和要旨[J].唐山学院学报,2005,18.(2)：67-68.
[27]徐沛林.市场营销新潮流[M].北京：中国经济出版社,2000,1,：49—52.
[28]朱道立,龚国华,罗齐.物流和供应链管理[M].上海：复旦大学出版社,2001：315—317.
[29]刘丽文.生产与运作管理[[M].北京：清华大学出版社,2006：36-38
[30]Eliyahu. M. Goldratt, Jeff. Cox. The Goal:A Process of Ongoing Improvement [M]. North River Press Inc,2004,7.
[31]陈荣秋,马士华.生产与运作管理[M].北京：高等教育出版社,1999,6：99-100.
[32]甘华鸣.业务流程[M].北京：中国国际广播出版社,2002,2：196
[33]张心忠.真正建立学习型组织.中国营销传播网,2007,10：23
[34]俞海舰.企业文化的思考[J].企业文化,2005(10).
[2]薛武强,张志锋.我国企业的理性选择—ERP与BPR的整合[J].会计电算化,2003,20(1)：14-15.
[3]帕切特.余凯成等(译).工作研究—现代科学管理技术介绍[M].北京：中国对外翻译出版公司,1988：12-14
Earl M. J, Bushra, How New is Business Process Redesign [J]. Europe Management, 1994,12:20-30.
[5]Kettinger W. J, Grover V. Special Section:Toward a Theory of Business Process Change Management[J]. Journal of Management Information System,1995, Summer:9-30.
[6]Raymond L, Bergeron F, Rivard S. Determinants of Business Process Reengineering Success in Small and Large Enterprises:An Empirical Study in the Canadian Context[J].Journal of Small Business Management,1998,2:72-87.
[7]Davenport T. H, Short J. E. The new industrial engineering:Information technology and business process redesign[J]. Sloan Management Review, 1990,32(4):11-27.
[8]Barrett J.L. Process visualization:getting the vision right is the key. Information Systems Management,1994,11 (2):14-23
[9]Hall G, Rosenthal J, Wade J. How to make reengineering really work [J].Harvard Business Review,1993,71 (6):19-31.
[10]黄速建,黄群慧.现代企业管理—变革的观点[M].北京：经济管理出版社,2007,3：149.
[11](美)迈克尔.哈默,史蒂文斯.坦顿著.梅俊杰,杨勇艇,张旦伝译.改革革命：确保改革成功的指导原则[M].上海：上海译文出版社,1998：11.
[12]余菁.企业再造：重组企业的业务流程[M].第1版.广州：广东经济出版社,2000,10：138,140,159-166,167,228,240-244.
[13]李大勇,达庆利.企业重组的内部关系及经济学解释[J],中国软科学,2000,7.
[14]张树帆.基于系统观的BPR思想分析[J].合肥：合肥工业大学学报(自然科学版),1999,9：32
[15]李建中,陈良酞.BPR的生命周期方法论及其应用[J].工业工程与管理,2000,1.
[16]李建中,陈良酞,杨志周.用IT表达的过程再造途径及其应用案例[J],工业工程与管理,1999,4：14
[17]裴金林.BPR失败的原因[J].IT经理世界,1998：17.
[18]王旗林,黎志成.应用信息技术重组企业流程[J].科学进步与对策,1999,4
[19]李源,樊治平,李为.企业过程再造的价值工程方法[J].工业工程与管理,1999,2.
[20]张后启.业务流程重组及ERP系统应用—一场新的管理革命[J].电子与信息化,1999,9.
[21]胡峰.企业业务流程再造：理论、实践及启示[J].石家庄经济学院学报,2002,4.
[22]陈荣秋,马士华.生产与运作管理[M].第1版.北京：高等教育出版社,1999.6：268.
[23]李相佑.企业管理的业务流程重建[J].科技情报开发与经济,2005,15(3)：235-236.
[24]Gou Hongmei, Huang Biqing. Petri-Net-Based Business Process Modeling for Virtual Enterprises[J]. North River Press Inc,2000,65,:3183-3188.
[25]刁玉柱.供应链竹理环境下业务流程再造研究[D].东北财经大学,2004,
[26]李宇鹏,赵小达.业务流程再造的过程和要旨[J].唐山学院学报,2005,18.(2)：67-68.
[27]徐沛林.市场营销新潮流[M].北京：中国经济出版社,2000,1,：49—52.
[28]朱道立,龚国华,罗齐.物流和供应链管理[M].上海：复旦大学出版社,2001：315—317.
[29]刘丽文.生产与运作管理[[M].北京：清华大学出版社,2006：36-38
[30]Eliyahu. M. Goldratt, Jeff. Cox. The Goal:A Process of Ongoing Improvement [M]. North River Press Inc,2004,7.
[31]陈荣秋,马士华.生产与运作管理[M].北京：高等教育出版社,1999,6：99-100.
[32]甘华鸣.业务流程[M].北京：中国国际广播出版社,2002,2：196
[33]张心忠.真正建立学习型组织.中国营销传播网,2007,10：23
[34]俞海舰.企业文化的思考[J].企业文化,2005(10).