吉林红岗油田采油管理流程再造研究
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摘要
被称为管理史上的第二次革命的企业流程再造实践在20世纪80年代已经开始,该理论提出后,在西方国家取得了极大的成功,并迅速风行全球。
进入20世纪90年代以来,知识经济和经济一体化浪潮席卷全球,管理领域的变革与创新层出不穷,诸如学习型组织、虚拟管理、柔性组织等。“再造工程”在欧美的企业中受到了高度重视,因而得到迅速推广,带来了显著的经济效益。随后,我国部分企业逐步实践采用该理论进行指导企业管理。
本文以流程再造相关理论为基础,以吉林油田采油管理流程改造为研究重点,通过综合多方面的资料,在吉林油田采油管理流程中应用流程再造理论对企业流程重新认识,通过吉林油田企业采油管理流程现状认真分析研究,提出方案,实现吉林油田采油管理流程成功的再造,实现油田的重新发展之路。
Business process reengineering is considered to improve enterprise performance, comprehensively enhance the core competitiveness of the effective ways, it stresses the system optimization with the view to meet customer demand as the main orientation of the internal and external business process management to take into consideration, the introduction of a new process improvement Concepts and tools for change, can often be a tremendous performance improvement. The reorganization of the business integration, integration and process recycling is related to integration of corporate strategy and the success or failure of the success or failure of key issues. However, according to statistics, BPR works in the concrete implementation of the enterprise's success rate is not high, the reasons for the existence of the recycling process on the one hand is a tool for application of existing flaws, but on the other hand the implementation of environmental projects to identify and respond to the existence of bias, In addition, the quality of personnel and support for the reforms inadequate response to, vulnerable to the effects of poor conditions.
In this paper, Jilin Oilfield HongGang three production plants in the face of restructuring the context of enormous changes, changes in the relations of production resources of the circumstances, the implementation of business process reengineering process of the real case, in a bid to external factors summarized in multiple changes in the work carried out under the BPR The concept, organization and methods of identification, such as the work of the environmental characteristics, and deal with them.
This article discusses the basic theory of the use of recycling processes, and specific management of Jilin Oilfield HongGang the status quo, the rational use of technology tools to process reengineering an ongoing process of restructuring the core business processes to the status quo analysis, optimization and validation of the basic process and the reorganization process After the short-term corporate performance and the performance of the statistical comparison. On a new process in the implementation of the problem and proposed a continuous improvement perspective, the last in the empirical analysis on the basis, summed up China's enterprises reorganization of business processes and recycling some of the basic viewpoints.
进入20世纪90年代以来,知识经济和经济一体化浪潮席卷全球,管理领域的变革与创新层出不穷,诸如学习型组织、虚拟管理、柔性组织等。“再造工程”在欧美的企业中受到了高度重视,因而得到迅速推广,带来了显著的经济效益。随后,我国部分企业逐步实践采用该理论进行指导企业管理。
本文以流程再造相关理论为基础,以吉林油田采油管理流程改造为研究重点,通过综合多方面的资料,在吉林油田采油管理流程中应用流程再造理论对企业流程重新认识,通过吉林油田企业采油管理流程现状认真分析研究,提出方案,实现吉林油田采油管理流程成功的再造,实现油田的重新发展之路。
Business process reengineering is considered to improve enterprise performance, comprehensively enhance the core competitiveness of the effective ways, it stresses the system optimization with the view to meet customer demand as the main orientation of the internal and external business process management to take into consideration, the introduction of a new process improvement Concepts and tools for change, can often be a tremendous performance improvement. The reorganization of the business integration, integration and process recycling is related to integration of corporate strategy and the success or failure of the success or failure of key issues. However, according to statistics, BPR works in the concrete implementation of the enterprise's success rate is not high, the reasons for the existence of the recycling process on the one hand is a tool for application of existing flaws, but on the other hand the implementation of environmental projects to identify and respond to the existence of bias, In addition, the quality of personnel and support for the reforms inadequate response to, vulnerable to the effects of poor conditions.
In this paper, Jilin Oilfield HongGang three production plants in the face of restructuring the context of enormous changes, changes in the relations of production resources of the circumstances, the implementation of business process reengineering process of the real case, in a bid to external factors summarized in multiple changes in the work carried out under the BPR The concept, organization and methods of identification, such as the work of the environmental characteristics, and deal with them.
This article discusses the basic theory of the use of recycling processes, and specific management of Jilin Oilfield HongGang the status quo, the rational use of technology tools to process reengineering an ongoing process of restructuring the core business processes to the status quo analysis, optimization and validation of the basic process and the reorganization process After the short-term corporate performance and the performance of the statistical comparison. On a new process in the implementation of the problem and proposed a continuous improvement perspective, the last in the empirical analysis on the basis, summed up China's enterprises reorganization of business processes and recycling some of the basic viewpoints.
引文
[1] 王信,企业再造中的流程分析与诊断,企业改革与管理,2005 年第 2 期
[2] 蒋晓华,王平.企业再造理论应用思考,合作经济与科技,2006 年
[3] 汪学峰,论流程再造与企业文化建设,石油化工管理干部学院学报
[4] 宁旭平.关于企业业务流程再造的初步认识.焦作大学学报,2003,4:24~29
[5] 李宇鹏,赵小达.业务流程再造的过程和要旨.唐山学院学报,2005,18(2):67~68
[6] 王为.我国国有企业业务流程重组中存在的问题.工业工程,2000,5:63~66
[7] 赵愚.企业业务流程重组(BPR)与我国企业创新再造建模技术研究.科技进步与对策,2001,11:68~69
[8] 胡峰.企业业务流程再造:理论、实践及启示.工业工程,2002,25(4):346~349
[9] 郭银华.企业流程再造与管理变革.求索,2003,6:16~18
[10]宋艳玲.企业战略性并购中的整合管理.河北软件职业技术学院学报,2005,7(1):15~18
[11]毛道维,刘基荣,王毅.整合,集成和流程再造及其现实意义.四川大学学报,2000,1:5~11
[12]黄新立.以流程再造打造管理新机制.经营管理,2005:29~30
[13]孙明波.国企改革与企业流程重组.华东经济管理,2001,15(4):30~34
[14]张音.流程再造中组织文化的变革与重塑.中国电力企业管理,2005,4:73~74
[15]曾蓓,崔焕金.企业流程再造演进的三条路径.企业活力,2005,6:72
[16]王文杰,庞君.论企业流程再造的实施策略.理论观察,2005,2:88~89
[17]Michael Hammer,James Champy.Reengineering the corporation:a manifesto for business revolutaion.America:Harper Collins Publishers Inc,1993.21~41
[18]陈阳,流程与企业重组.工业工程与管理,2001,6:39~41
[19]Thomas H Davenport.Process innovation-reengineering work throughtechnology.Harvard:Business science school press,1993.12~16
[20]王友顺,李承东.关于现代企业进行业务流程再造的思考.武汉理工大学学报,2001,14(6):544~547
[21]V S Arunachalam,Easwaran Subramanian.Business process analysis-a letter from America.Carnegie Mellon University,1995.39~42
[22]汤银英,周勇.基于 BPR 理论的企业重组.物流技术,2003,1:22~23
[26]Peter Heering,Alex Montagna,Jorpe Perez montagna,etal.Different consulting approaches to business process reengineering.Paper about BPR consulting market research,1996,24:35~41
[23]项义军,吴敏.我国企业流程再造中存在的问题与对策.哈尔滨商业大学学报,2005,3:78~79
[24]钟耕深,张爱琴.企业并购后业务流程再造的六项原则.山东大学学报,2001,2:78~84
[25]石磊.企业在信息时代的再分工——流程再造解析.沿海企业与科技,2005,6:62~63
[26]温静,尹雯.企业流程再造与内部控制环境的变革.价值工程,2002,6:71~73
[27]孙慕优.战略管理与企业收购重组研究.冶金经济与管理,2004,6:25~27
[28]袁立,惠智.企业流程再造——战略性的系统工程.价值工程,2004,1:112~114
[29]齐二石,王慧明.基于价值链理论的业务流程再造研究.工业工程,2005,18(1):57~60
[30]马克玲.作业成本法、价值链和业务流程再造整合应用.辽宁工程技术大学学报,2005,(1):60~62
[31]吴解生.价值链重组、制造业吸纳与区位优势提升.甘肃省经济管理干部学院学报,2004,17(3):3~6
[32]方琢.价值链管理研究.经济管理,2002,2:23~24
[33]方琢.价值链理论发展及其应用.价值工程,2001,6:2~3
[34]Fu-Ren Lin,Meng-Chyn Yang,Yu-Hua Pai.A generic structure for business process modeling.Business Process Management Journal,2002,8(1):19~41 参考文献 71
[35]李莹,覃正,张长岭.业务流程再造建模技术研究.工业工程,2002,5(3):24~29
[36]杨勇,王建飞,宋晓峰,胡上序.结合业务流程再造的企业系统规划法.计算机工程与应用,2002,22:220~223
[37]陶虎.BPR 在优化生成流程和生产组织方式中的应用研究.价值工程,2005,6:69~70
[38]李纲,杨君.信息流程重组与业务流程重组.中国图书馆学报,2004,2:34~37
[39]胡汉辉,刑华.企业重组发展的新趋势.公司管理,2003,2:78~81
[2] 蒋晓华,王平.企业再造理论应用思考,合作经济与科技,2006 年
[3] 汪学峰,论流程再造与企业文化建设,石油化工管理干部学院学报
[4] 宁旭平.关于企业业务流程再造的初步认识.焦作大学学报,2003,4:24~29
[5] 李宇鹏,赵小达.业务流程再造的过程和要旨.唐山学院学报,2005,18(2):67~68
[6] 王为.我国国有企业业务流程重组中存在的问题.工业工程,2000,5:63~66
[7] 赵愚.企业业务流程重组(BPR)与我国企业创新再造建模技术研究.科技进步与对策,2001,11:68~69
[8] 胡峰.企业业务流程再造:理论、实践及启示.工业工程,2002,25(4):346~349
[9] 郭银华.企业流程再造与管理变革.求索,2003,6:16~18
[10]宋艳玲.企业战略性并购中的整合管理.河北软件职业技术学院学报,2005,7(1):15~18
[11]毛道维,刘基荣,王毅.整合,集成和流程再造及其现实意义.四川大学学报,2000,1:5~11
[12]黄新立.以流程再造打造管理新机制.经营管理,2005:29~30
[13]孙明波.国企改革与企业流程重组.华东经济管理,2001,15(4):30~34
[14]张音.流程再造中组织文化的变革与重塑.中国电力企业管理,2005,4:73~74
[15]曾蓓,崔焕金.企业流程再造演进的三条路径.企业活力,2005,6:72
[16]王文杰,庞君.论企业流程再造的实施策略.理论观察,2005,2:88~89
[17]Michael Hammer,James Champy.Reengineering the corporation:a manifesto for business revolutaion.America:Harper Collins Publishers Inc,1993.21~41
[18]陈阳,流程与企业重组.工业工程与管理,2001,6:39~41
[19]Thomas H Davenport.Process innovation-reengineering work throughtechnology.Harvard:Business science school press,1993.12~16
[20]王友顺,李承东.关于现代企业进行业务流程再造的思考.武汉理工大学学报,2001,14(6):544~547
[21]V S Arunachalam,Easwaran Subramanian.Business process analysis-a letter from America.Carnegie Mellon University,1995.39~42
[22]汤银英,周勇.基于 BPR 理论的企业重组.物流技术,2003,1:22~23
[26]Peter Heering,Alex Montagna,Jorpe Perez montagna,etal.Different consulting approaches to business process reengineering.Paper about BPR consulting market research,1996,24:35~41
[23]项义军,吴敏.我国企业流程再造中存在的问题与对策.哈尔滨商业大学学报,2005,3:78~79
[24]钟耕深,张爱琴.企业并购后业务流程再造的六项原则.山东大学学报,2001,2:78~84
[25]石磊.企业在信息时代的再分工——流程再造解析.沿海企业与科技,2005,6:62~63
[26]温静,尹雯.企业流程再造与内部控制环境的变革.价值工程,2002,6:71~73
[27]孙慕优.战略管理与企业收购重组研究.冶金经济与管理,2004,6:25~27
[28]袁立,惠智.企业流程再造——战略性的系统工程.价值工程,2004,1:112~114
[29]齐二石,王慧明.基于价值链理论的业务流程再造研究.工业工程,2005,18(1):57~60
[30]马克玲.作业成本法、价值链和业务流程再造整合应用.辽宁工程技术大学学报,2005,(1):60~62
[31]吴解生.价值链重组、制造业吸纳与区位优势提升.甘肃省经济管理干部学院学报,2004,17(3):3~6
[32]方琢.价值链管理研究.经济管理,2002,2:23~24
[33]方琢.价值链理论发展及其应用.价值工程,2001,6:2~3
[34]Fu-Ren Lin,Meng-Chyn Yang,Yu-Hua Pai.A generic structure for business process modeling.Business Process Management Journal,2002,8(1):19~41 参考文献 71
[35]李莹,覃正,张长岭.业务流程再造建模技术研究.工业工程,2002,5(3):24~29
[36]杨勇,王建飞,宋晓峰,胡上序.结合业务流程再造的企业系统规划法.计算机工程与应用,2002,22:220~223
[37]陶虎.BPR 在优化生成流程和生产组织方式中的应用研究.价值工程,2005,6:69~70
[38]李纲,杨君.信息流程重组与业务流程重组.中国图书馆学报,2004,2:34~37
[39]胡汉辉,刑华.企业重组发展的新趋势.公司管理,2003,2:78~81