(翻译)Information-Technology-and-Business-Process-Redesign信息技术(IT)与业务流程再造(BRP).doc

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第20章：Information Technology and Business Process Redesign
信息技术（IT）与业务流程再造（BRP）

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Information Technology and Business Process Redesign
信息技术（IT）与业务流程再造（BRP）
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Those aspiring to improve the way work is done must begin to apply the capabilities of information technology to redesign business processes. Business process design and information technology are natural partners, yet industrial engineers have never fully exploited their relationship. The authors argue, in fact, that it has barely been exploited at all. But the organizations that have used IT to redesign boundary-crossing, customer-driven processes have benefited enormously.
那些有志于提高工作效率的组织，必须开始应用信息技术的能力，重新设计业务流程。业务流程再造和信息技术是天然的伙伴，但工业工程师从来没有充分地利用他们之间的关系。作者认为，它们实际上没有被深入应用。但使用了IT来​​重新设计生产、服务流程的组织获益良多。
At the turn of the century, Frederick Taylor revolutionized the workplace with his ideas on work organization, task decomposition, and job measurement. Taylor's basic aim was to increase organizational productivity by applying to human labor the same engineering principles that had proven so successful in solving the technical problems in the work environment. The same approaches that had transformed mechanical activity could also be used to structure jobs performed by people. Taylor came to symbolize the practical realizations in industry that we now call industrial engineering (IE), or the scientific school of management. In fact, though work design remains a contemporary IE concern, no subsequent concept or tool has rivaled the power of Taylor's mechanizing vision.
20世纪初，Frederick Taylor(泰勒)革命性地开创了工作组织、任务分解和工作测量的方法。泰勒的基本目的是提高组织的生产力，该管理原则在解决工作环境中的技术问题中已被证明是成功的。这种改变机械活动的方法，也可用于由人履行的工作。泰勒是一种实用工业管理理论学派的代表，就是我们现在所说的工业工程 （IE），或科学管理学派 。事实上，工作的设计仍然是当代的IE一个关注点，在制造领域，后续的概念或工具没有一个能与泰勒理论相媲美。
As we enter the 1990s, however, two newer tools are transforming organizations to the degree that Taylorism once did. These are information technology -- the capabilities offered by computers, software applications, and telecommunications -- and business process redesign -- the analysis and design of work flows and processes within and between organizations. Working together, these tools have the potential to create a new type of industrial engineering , changing the way the discipline is practiced and the skills necessary to practice it.
然而，当我们进入20世纪90年代，两个新的工具正在以泰勒制的效果改变着组织。这两个就是由计算机、应用软件、远程通信提供的信息技术和业务流程再造——组织内部或组织之间的工作流程和过程的分析、设计。这些工具共同作用就有可能创造出一种新型工业工程模式 ，改变IE原则的实现方式以及IE技能。
IT in Business Process Redesign
信息科技在企业业务流程再造中的作用
The importance of both information technology and business process redesign is well known to industrial engineers, albeit as largely separate tools for use in specific, limited environments. IT is used in industrial engineering as an analysis and modeling tool, and IEs have often taken the lead in applying information technology to manufacturing environments. Well-known uses of IT in manufacturing include process modeling, production scheduling and control, materials management information systems, and logistics. In most cases where IT has been used to redesign work, the redesign has most likely been in the manufacturing function, and industrial engineers are the most likely individuals to have carried it out.
尽管工业工程师对信息技术和业务流程再造的重要性有很深入的了解，但它们通常被作为不同的工具在特定的、有限的范围内使用。在工业工程中 ，IT通常作为分析和建模工具，并被工业工程师率先应用于制造领域。被广泛知道的IT应用领域是制造过程建模，生产调度和控制，物资管理信息系统和物流。在大多数情况下IT被用来重新设计工作，工业工程师是最有可能应用IT于制造功能重新设计之中的人。
IEs have begun to analyze work activities in non-manufacturing environments, but their penetration into offices has been far less than in factories. IT has certainly penetrated the office and services environments -- in 1987 Business Week reported that almost 40 percent of all US capital spending went to information systems, some $97 billion a year -- but IT has been used in most cases to hasten office work rather than to transform it. With few exceptions, IT's role in the redesign of non-manufacturing work has been disappointing; few firms have achieved major productivity gains. Aggregate productivity figures for the United States have shown no increase since 1973.
工业工程师已开始分析非制造业中的工作活动，但他们洞察办公室的程度远不如工厂。 IT已经进入办公和服务环境——在1987年“商业周刊”中报道，几乎所有美国资本支出的40％被用于信息系统，一年约97亿美元——但它被用于加快办公室工作，而不是改造办公室工作。在非制造业流程重组中IT的作用却令人失望，很少有公司已经取得关键生产率的提高，仅有少数例外。自1973年以来，美国的总生产率数字没有增加过。
Given the growing dominance of service industries and office work in the Western economies, this type of work is as much in need of analysis and redesign as the manufacturing environments to which IT has already been applied. Many firms have found that this analysis requires taking a broader view of both IT and business activity, and of the relationships between them. Information technology should be viewed as more than an automating or mechanizing force; it can fundamentally reshape the way business is done. Business activities should be viewed as more than a collection of individual or even functional tasks; they should be broken down into processes that can be designed for maximum effectiveness, in both manufacturing and service environments.
鉴于服务行业和办公室工作在西方经济地位的上升，这种类型的工作应该尽可能多地像已经应用了IT的制造业一样被分析和重组。许多公司已经发现，这种分析需要从更广阔的视野上看待IT和业务活动以及它们之间的关系。信息技术不仅仅是一种自动化或机械化的力量，它可以从根本上重塑经营方式。商业活动应被视为超过个别任务乃至功能的集合，在制造业和服务业，商业活动都应该应该被打破成成规，被设计成以获取最大效益为目的的流程。
Our research suggests that IT can be more than a useful tool in business process redesign. In leading edge practice, information technology and BPR have a recursive relationship. Each is the key to thinking about the other. Thinking about information technology should be in terms of how it supports new or redesigned business processes, rather than business functions or other organizational entities. And business processes and process improvements should be considered in terms of the capabilities information technology can provide. We refer to this broadened, recursive view of IT and BPR as the new industrial engineering.
我们的研究表明，IT可以超过一个有用的工具，在业务流程的再造。在前沿，实践、信息技术和BPR有一个递归关系。 每个思考另一个的关键。考虑信息技术应以它如何支持新的或重组的业务流程为依据，而不是依据业务功能或其他组织实体。应该依据信息技术的能力考虑业务流程和工艺改进。我们把这个扩大的、递归的IT和BPR观念称为新的工业工程。
Taylor could focus on workplace rationalization and individual task efficiency because he confronted a largely stable business environment; today's corporations do not have the luxury of such stability. Individual tasks and jobs change faster than they can be redesigned. Today, responsibility for an outcome is more often spread over a group, rather than assigned to an individual as in the past. Companies increasingly find it necessary to develop more flexible, team-oriented, coordinative, and communication-based work capability. In short, rather than maximizing the performance of particular individuals or business functions, companies must maximize interdependent activities within and across the entire organization. Such business processes are a new approach to coordination across the firm; information technology's promise -- and perhaps its ultimate impact -- is to be the most powerful tool in the twentieth century for reducing the costs of this coordination.
泰勒可以把重点放在工作场所的合理化和个人任务的效率化，因为他面临的一个基本稳定的商业环境; “稳定”是现在的公司所没有的奢侈品。如今，个人的任务和工作快速变化使其难以被重组。后果的责任通常是被一组人承担而不是像过去一样可以分摊到每一个人。 越来越多的公司发现，有必要培养更加灵活的、面向团队的、协调的和以沟通为基础的工作能力。简而言之，企业必须对整个组织内或组织之间的相互依存的活动极为重视，而不是使特定的个人或部门的绩效最大化。这样的业务流程是一种新的公司之间的协调方法，信息技术的前途——也许是最终的效果——是成为二十世纪最有力的减少协调成本的工具。

Defining Process Types
The five steps described above are sufficiently general to apply to most organizations and processes. Yet the specifics of redesign vary considerably according to the type of process under examination. Different types require different levels of management attention and ownership, need different forms of IT support, and have different business consequences. In this section, we present three different dimensions within which processes vary.
上述五个步骤足以适用于大多数组织和流程。然而，经实践，重组因流程的细节类型有很大的不同。不同类型的流程需要不同层次的管理重点和所有权，需要不同形式的信息技术支持，并有不同的商业后果。在本节中，我们提出不同流程之中的三个维度。
Three major dimensions can be used to define processes. These are the organizational entities or subunits involved in the process, the type of objects manipulated, and the type of activities taking place. We describe each dimension and resulting process type below.
三大维度可以用来定义流程。这三者是：参与的过程中组织实体或小团体类型，操纵对象的类型，和正在发生的活动类型。下面，我们描述每个维度流程类型。
Defining Process Entities
Processes take place between types of organizational entities. Each type has different implications for IT benefits.
这种流程发生在不同类型的组织实体之间。 每种类型都有不同的含义IT支持。
“Interorganizational” processes are those taking place between two or more business organizations. Increasingly, companies are concerned with coordinating activities that extend into the next (or previous) company along the value-added chain. Several U.S. retail, apparel, and textile companies, for example, have linked their business processes to speed up reordering of apparel. When Dillard's (department store) inventory of a particular pants style falls below a specified level, Haggar (apparel manufacturer) is notified electronically. If Haggar does not have the cloth to manufacture the pants, Burlington Industries (textile manufacturer) is notified electronically. As this example of electronic data interchange (EDI) illustrates, information technology is the major vehicle by which this interorganizational linkage is executed.
“跨组织”的流程是在两个或两个以上的企业组织之间发生的。越来越多的企业、公司需要协调的活动沿着增值链延伸到下一个（或前一个）公司。例如，美国零售、服装生产、纺织企业，为了加快自己下订单的速度，把各自的业务流程联接起来。 当Dillard（百货商店）的各式样的裤子库存低于指定水平时，会对服装制造Haggar商下达电子通知。如果Haggar的没有布制造的裤子，就对Burlington Industries（纺织品制造商）下达电子通知。这个例子中电子数据交换（EDI）说明，信息技术是实现组织间的快速联系是主要工具。
A second major type of business process is interfunctional. These processes exist within the organization, but cross several functional or divisional boundaries. Interfunctional processes achieve major operational objectives, such as new product realization, asset management, or production scheduling. Most management processes -- for example, planning, budgeting, and human resource management -- are interfunctional.
业务流程的第二个主要类型是跨职能部门的流程。这种流程中存在于组织中，但跨越几个功能或部门的界限。跨职能部门的流程实现组织的主要目标业务， 如新产品的开发、资产管理、或生产调度。大多数的管理流程是跨职能部门的——例如，规划，预算和人力资源管理。
A major problem in redesigning interfunctional processes is that most information systems of the past were built to automate specific functional areas or parts of functions. Few third-party application software packages have been developed to support a full business process. Very few organizations have modeled existing interfunctional processes or redesigned them, and companies will run into substantial problems in building interfunctional systems without such models.
重组跨职能部门流程的一个主要问题是过去建成的大多数信息系统只自动执行特定特定职能部门的功能。很少有第三方的应用软件包发展到支持一个完整的业务流程。而对跨职能部门流程进行建模或重新设计的组织就更少了，公司将运行到跨职能部门系统时面对着这样的模型系统没有建立的重大问题。
Interpersonal processes involve tasks within and across small work groups, typically within a function or department. Examples include a commercial loan group approving a loan, or an airline flight crew preparing for takeoff. This type of process is becoming more important as companies shift to self-managing teams as the lowest unit of organization. Information technology is increasingly capable of supporting interpersonal processes; hardware and communications companies have developed new networking-oriented products, and software companies have begun to flesh out the concept of "groupware" (e.g., local area network-based mail, conferencing, and brainstorming tools).
人与人之间的流程存在于小型工作组之中或之间，通常在一种功能或者一个部门之中。例子有商业贷款审批小组审批贷款，航空公司机组人员做起飞准备。团队是企业向组我管理转变的最低单位，这种类型的流程变得越来越重要。信息技术对处理人与人之间流程的支持能力越来越强：硬件和通讯公司已经开发出新的网络产品，软件公司已经逐步形成“群体软件” 的概念（例如，基于局域网的电子邮件，网络会议和头脑风暴工具）。

Defining Process Objects
Processes can also be categorized by the types of objects manipulated. The two primary object types are physical and informational. In physical object processes, real, tangible things are either created or manipulated; manufacturing is the obvious example. Informational object processes create or manipulate information. Processes for making a decision, preparing a marketing plan, or designing a new product are examples.
流程也可以按操纵对象类型分类。两个主要的类型是物理对象流程和信息对象流程。在物理对象的过程中，创建或操纵对象是真实的、有形的东西；制造就是明显的例子。信息对象流程创建或操纵对象是信息。例如作出决定，准备营销计划，或者设计一个新产品的流程。
Many processes involve the combination of physical and informational objects. Indeed, adding information to a physical object as it moves through a process is a common way of adding value. Most logistical activities, for example, combine the movement of physical objects with the manipulation of information concerning their whereabouts. Success in the logistics industry is often dependent on the close integration of physical and informational outcomes; both UPS and Federal Express, for example, track package movement closely.
许多过程涉及物理和信息对象的组合。事实上，我们把信息添加到一个物理对象，因为物理对象通过的是一个移动的流程，是一种常见的增值方式。例如，大多数后勤活动，结合了物理对象的运动和操控与它们位置有关的信息。物流的成功往往依赖于物理和信息成果紧密结合。例如，UPS和联邦快递密切跟踪包裹的运动。
The potential for using IT to improve physical processes is well known. It allows greater flexibility and variety of outcomes, more precise control of the process itself, reductions in throughput time, and elimination of human labor. These benefits have been pursued for the past three decades. Still, manufacturing process flows are often the result of historical circumstance and should usually be redesigned before further automation is applied. This is particularly true in low volume, job shop manufacturing environments. Redesigners of physical processes should also consider the role of IT in providing information to improve processes.
尽管如此，制造过程中的流程往往历史情况下的结果，在应用自动化之前通常应重新设计。 在小批量作业车间生产更是如此。在提供信息，改进工艺的工作中，物理过程重组员也应该考虑IT的角色。
Strangely, the proportion of informational processes already transformed by IT is probably lower than that of physical processes. True, legions of clerks have become unemployed because of computers. But the majority of information processes to which IT has been applied are those involving high volume and low complexity. Now that these processes a