MP公司实施渐进式业务流程重组的实践研究
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摘要
随着社会经济的发展，人们对商品的多样化要求越来越高，对商品个性化的需求也越来越突出，产品生命周期缩短，更新换代加快。大批量生产方式已经无法满足复杂多变的市场需求，基于传统的专业化分工的企业越来越难以适应以“顾客、竞争、变化”为特征的市场环境。企业流程重组作为一种适应于现实需求的管理思想应运而生，并且在很多企业的实践中，取得了卓著的成效。然而并非所有实施BPR的企业都取得了成功，许多失败的教训使人们不得不对BPR的本质、内涵和实施的适用性作进一步的思考。成功的经验和失败的教训告诉我们，在我国绝大多数企业管理水平还比较落后、管理的基础还比较薄弱的条件下，不顾企业的实际，盲目追求“根本的”、“显著的”改善，其结果只能是失败的。这种极端的、激进的做法是不适合我国国情的。必须因地制宜、实事求是的根据企业的实际情况，批判的理解和应用业务流程重组的基本思想，运用适合我国国情的渐进式局部业务流程重组方式来实施企业流程的再造。
本文以我国一个典型的民营IT企业MP公司为对象，探讨了渐进式局部业务流程重组在我国民营IT企业的实践，并从中总结出了在我国的现实条件下，企业实施业务流程重组所应该遵循的基本原则以及需要注意的问题，为国内企业实施业务流程重组提供了一个参考。
With the development of social economy, people have higher and higher requirement on diversification of commodities and more and more prominent demand for individualization of commodities, so the service if of production has already become unable to meet the comprehensive and ever changing market needs. Enterprises which divide their work based on traditional specialization has become more and more difficult to adapt themselves to a market environment characterized by customer, competition and change. As a management idea that can meet the realistic needs, Business Process Reengineering of enterprises emerges, as the times require. Many enterprises have achieved distinguished results in practice, but not all enterprises, which implement BPR, achieved success. Lessons from a lot of failures have forced people to think further about the nature, intension and implementation suitability of BPR. Experiences from successes and lessons form failures tell us that under the condition that most enterprises in our coun
try are still relatively low in management level and weak in management basis, unrealistically pursuing radical and remarkable improvement without considering the reality of an enterprise can only result in failure. This extremely radical way does not suit our national conditions. The basic idea of Business Process Reengineering must be critically
understood and applied in a practical and realistic manner according to the actual condition of an enterprise, and Business Process Reengineering of an enterprise shall be implemented in a gradual local business-reengineering manner, which suits our national conditions. By using MP Corporation, a typical Chinese IT enterprise run by the local people, as the object of study, this thesis probes into the practice of gradual local Business Process Reengineering in a Chinese IT enterprise run by the local people, and there from summarizes the fundamental principles to be followed and problems needing attention for an enterprise to implement Business Process Reengineering under the realistic conditions of our country, which can give a reference to domestic enterprises in implementing Business Process Reengineering.
本文以我国一个典型的民营IT企业MP公司为对象，探讨了渐进式局部业务流程重组在我国民营IT企业的实践，并从中总结出了在我国的现实条件下，企业实施业务流程重组所应该遵循的基本原则以及需要注意的问题，为国内企业实施业务流程重组提供了一个参考。
With the development of social economy, people have higher and higher requirement on diversification of commodities and more and more prominent demand for individualization of commodities, so the service if of production has already become unable to meet the comprehensive and ever changing market needs. Enterprises which divide their work based on traditional specialization has become more and more difficult to adapt themselves to a market environment characterized by customer, competition and change. As a management idea that can meet the realistic needs, Business Process Reengineering of enterprises emerges, as the times require. Many enterprises have achieved distinguished results in practice, but not all enterprises, which implement BPR, achieved success. Lessons from a lot of failures have forced people to think further about the nature, intension and implementation suitability of BPR. Experiences from successes and lessons form failures tell us that under the condition that most enterprises in our coun
try are still relatively low in management level and weak in management basis, unrealistically pursuing radical and remarkable improvement without considering the reality of an enterprise can only result in failure. This extremely radical way does not suit our national conditions. The basic idea of Business Process Reengineering must be critically
understood and applied in a practical and realistic manner according to the actual condition of an enterprise, and Business Process Reengineering of an enterprise shall be implemented in a gradual local business-reengineering manner, which suits our national conditions. By using MP Corporation, a typical Chinese IT enterprise run by the local people, as the object of study, this thesis probes into the practice of gradual local Business Process Reengineering in a Chinese IT enterprise run by the local people, and there from summarizes the fundamental principles to be followed and problems needing attention for an enterprise to implement Business Process Reengineering under the realistic conditions of our country, which can give a reference to domestic enterprises in implementing Business Process Reengineering.
引文
1. [美]Reengineering Management: The Mandate for New Leadership, Harper Business, James Champy, 1995
2. [美]The Reengineering Revolution: How the 21st Century Corporation Will Change Our Work and Our Lives, Harper Business, Michael Hammer
3．《再造流程》，芮明杰、钱平凡编著，浙江人民出版社，1997年12月
4．《现代生产管理学》，潘家昭、刘丽文著，清华大学出版社，1994年2月
5．《并行工程管理方法与应用》，陈国权著，清华大学出版社，1998年2月
6．《产品创新管理》，刘伟著，重庆出版社，2001年3月
7．《信息系统》，[英]C．埃德沃斯 J．沃德 A．拜瑟韦 著，中信出版社，西蒙与舒斯特国际出版社，1997年1月
8．《业务流程再造》，[美]J．佩帕德 P．罗兰著，中信出版社，PRENTICE HALL出版公司，1992年2月
9．《企业再造》，颜光华、刘正周编著，上海财经大学出版社，1998年3月
10．“管理再造的核心—流程”，李彦，《深圳特区科技》，2002年1月
11．“并行工程——产品开发组织的新方法”，《生产运作管理》，陈容秋、马士华编著，高等教育出版社，1999年2月
12．“走出BPR的混沌”，周少军，《中外管理》，2002年8月
13．“信息技术对组织及其环境的影响”，霍国庆、宋鲁毅，《中外管理导报》，2002年2月
14．“项目管理研究”，郑绍濂，《中外管理导报》，2002年6月
15．“流程再造的障碍分析”，吴俊君、黄培伦，《中外管理导报》，2002年4月
16．“信息技术在企业流程再造中的作用”，陈鑫，《外国经济与管理》，1999年1月
2. [美]The Reengineering Revolution: How the 21st Century Corporation Will Change Our Work and Our Lives, Harper Business, Michael Hammer
3．《再造流程》，芮明杰、钱平凡编著，浙江人民出版社，1997年12月
4．《现代生产管理学》，潘家昭、刘丽文著，清华大学出版社，1994年2月
5．《并行工程管理方法与应用》，陈国权著，清华大学出版社，1998年2月
6．《产品创新管理》，刘伟著，重庆出版社，2001年3月
7．《信息系统》，[英]C．埃德沃斯 J．沃德 A．拜瑟韦 著，中信出版社，西蒙与舒斯特国际出版社，1997年1月
8．《业务流程再造》，[美]J．佩帕德 P．罗兰著，中信出版社，PRENTICE HALL出版公司，1992年2月
9．《企业再造》，颜光华、刘正周编著，上海财经大学出版社，1998年3月
10．“管理再造的核心—流程”，李彦，《深圳特区科技》，2002年1月
11．“并行工程——产品开发组织的新方法”，《生产运作管理》，陈容秋、马士华编著，高等教育出版社，1999年2月
12．“走出BPR的混沌”，周少军，《中外管理》，2002年8月
13．“信息技术对组织及其环境的影响”，霍国庆、宋鲁毅，《中外管理导报》，2002年2月
14．“项目管理研究”，郑绍濂，《中外管理导报》，2002年6月
15．“流程再造的障碍分析”，吴俊君、黄培伦，《中外管理导报》，2002年4月
16．“信息技术在企业流程再造中的作用”，陈鑫，《外国经济与管理》，1999年1月