关于BPR在中国企业中的应用研究中英文互译毕业论文.docx

企业流程再造(BPR)
结课作业

Research on Application of BPR in Chinese Companies

关于BPR在中国企业中的应用研究

Research on Application of BPR in Chinese Companies

Abstract: This paper discussed the application of BPR in Chinese companies, com- bined with the success examples of Chinese companies implementing BPR, analyzed BPR’s application models of enterprises in China, as well as the results of BPR, and inspiration by BPR’s application for modern enterprise system in China.
Keywords: BPR, Business processing management, Chinese companies

1 Introduction
Into the 21 century, with the rapid development of modern science and tech- nology and the wide application of information technologies, market competition is more intense and brutal than ever, to maintain the vitality of enterprises, it is nece- ssary to adapt to the changing external environment, strain in a timely manner. In the new era, enterprises unprecedented changes in the business environment, whether customer demand, product life cycle, or speed of market growth, technological change, competition laws, and so on, almost none of them can be expected or remain unch- anged. In the new era, particularly since the 2001 China successfully joins WTO after increasingly fierce market competition, Chinese companies only on the business operation and management mode of fundamental changes or modification to achieve enterprise's survival and development. With increasingly close international enterprise cooperation and the intensification of competition in the market, most companies realize business process reengineering is another corporate profit growth, business process reengineering has become the domestic and foreign enterprises and one of the circle hot spot, and are widely used in domestic and foreign enterprises.

2 The origin and connotation of BPR
2.1 The origin of BPR
BPR (Business Processing Reengineering), referred to BPR. Is accompanied by the arrival of the information age and produced a revolution that changed the way work was 20 century internationally popular since a new management concepts and methods, whose background is primarily in the enterprise facing 3C challenge, namely from customer (customer), competition (competition) (changer) Challenge. 20 centuries 90 late United States Massachusetts Institute of technology Professor Michael harmmer and CSC management consultant James champy in his book, the Chairman of the corporate reorganization: a manifesto for business revolution in management was first proposed the concept of business process reengineering. Then BPR as a management idea, becomes a new wave of management reform, and immediately were IBM, and HP, Wal-Mart, Procter and Gamble, General Motors and Ford Motor Company put into practice, and was a huge success.
2.2 The connotation of BPR
BPR, as a management idea, its real significance is through the reshaping of existing business processes, including carrying out structural adjustment of resource structure adjustment and human resources and improve the overall competitiveness of enterprises. Through process reengineering, functions as the center of the original traditional management into the new process-centric management finally realize the enterprise mode of operation and management mode of fundamental change.
BPR Clearly focus five points:
(1) Processes and processes of non-premium content is minimized. It is different from the FCR or TCM taking shortening time as the main solution to the problem.
(2) Process the role of the Organization as a whole benefits Unlike JIT, and TQM will change the focused workshop and team organizations like the "unit".
(3) Process outputs on the role of the organization.
(4) BPR Is an improvement on performance rather than on IT itself. Although IT does have a significant impact on enterprise business process and enables many manual alone will not achieve success in work completing, application in enterprise business processes not straighten out conditions IT is misguided.
(5) BPR Core is a modified and then not changed and unchanged. Because of BPR "borrowed" other business philosophy and technique to improve themselves by the reality of ideas and technology, it captures the longing for business managers and
the pursuit, which proved so worthwhile.
As can be seen from the above analysis, BPR is based on the business processes of reconstruction and rehabilitation center, the elements in the existing business processes for fundamental rethinking and radical redesign in order to meet customer demand, and realize significant improvements in various aspects. BPR combines the nature of business management with systematic principle, forming a new corporate concept, realization of the soil is an enterprise, is a prerequisite for success is awareness of the reality of enterprise. It is an improvement (Improvement), guide enterprises and their employees in dealing with day-to-day business, always in a dynamic/the global way of thinking to consider their business, all links work at tuning the entire business process to inspect it. Dang BPR this management philosophy is rooted in corporate and employee's brain, becomes a conscious awareness, to develop a habit of thought, its development will have a tremendous boost.

3 the examples of successful application of BPR in China
3.1 Case one: The BPR strategy system of Chinese commercial bank
In recent years, China's banking industry widely implemented business process reengineering strategy, has achieved some notable successes, significantly improve the competitive advantage of China's banking industry.
Process reengineering of commercial banks, also known as commercial bank BPRrefers to commercial banks to model as a starting point for future business objectives and to increase customer satisfaction as the Center, and creative use of information technology, the establishment of reasonable and effective business processes and make them dynamically adapt to changes in the financial environment and enhance the core competitiveness of a range of management activities.

In essence, Chinese commercial banks BPR strategy of commercial bank in China's response to the current customer, competition and the changing challenges of transformation of management ideas and management models. In General, the management system of the commercial banks in China is a typical pyramid structure, there is a lack of overall competition consciousness, organizational structure is not reasonable. It does not have a strong sense of risk prevention and other issues are necessary for its management model to change in order to meet the needs of market competition of commercial banks. In other words, BPR is the cross-century strategy of commercial bank in China, for 21 century the prosperity and survival of China's commercial banks have important practical significance.
3.1.1 The core link of BPR in Chinese commercial bank
The core link of BPR for Chinese commercial banks is mainly embodied in the following three areas:
(1) Commercial banks BPR to customer-oriented constructs added-value business processes.
(2) Commercial BPR goals to create a diverse business processes.
(3) Commercial banks BPR will comply with standardized process design principles.
3.1.2 The nature of BPR in Chinese commercial banks
(1) Commercial banks BPR 's ultimate goal is the ultimate goal and the ideal model of the future of the bank.
(2) Commercial banks BPR 's core is to maximize customer satisfaction.
(3) The creative use of information technology in BPR of Commercial banks is the key to success.
3.1.3 The establishment of Chinese commercial banks BPR system
Based on the above analysis, the business process reengineering of Chinese State-owned commercial bank system is divided into four elements: development and design, implementation and monitoring, feedback and correction, platforms, and en- vironments. Development and design of refers to business process integration, optim- ization and innovation of commercial bank; implementation and monitoring means commercial banks ' strategies of business process reengineering implementation feedback and correction means for program renewal and transformation of business process reengineering of commercial banks; platform and environment refers to the smooth implementation of the strategy for business process reengineering of comm- ercial banks has created the basic conditions. Each one of those elements include 4 a measure total form 4 elements 16 strategic system of indicators. Specific content shows in the table below:
1-1 commercial bank BPR strategy system
Element name
Name of the indicator
Indicator significance
Development and design
BPR Xl
Commercial banks are fully aware of the BPR 's value and potential
Core process identification X2
Banks can successfully identified value chain core business process
Design X3
Business process designed to meet the business needs of the customer
Risk control-oriented X4
Commercial banks BPR strategies and risk control strategies are highly integrated
Implementation and monitoring
Scheme design of X5
Commercial design rational, efficient new processes implementation plan
Implement SAC monitor X6
Commercial banks were able to oversee implementation of new business processes
Implementation plan incentive X7
There is a very efficient implementation of new processes within the Bank's incentive mechanism
Source of human responsibility to adjust X8
Bank for re-allocation of human resources to promote BPR implementation
Feedback and correction
Process detection X9
Banks able to trembling when the process value added link testing
Benchmarking technology X10
Commercial banks can use benchmarking techniques for process design
Strategy and ideas X11
Commercial banks BPK to not actively involved in the introduction of advanced strategies and concepts
International X12
Procedures designed to comply with the IS09000 international standard is modified
Platforms and environments
The application of information technology X13
Commercial banks BPK strategy fully depend on information technology platform features
Organizational structure optimization X14
Banks have a clear organization structure reengineering in the process optimization
Enterprise culture cultivation X15
Commercial Bank consciously BPR value oriented cultivation
Enterprise system X16
Optimizing the structure of corporate governance of commercial banks in order to promote BPR developments
3.2 Case two: BPR of Harbin brewery group
In 2001 , Harbin brewery group ( hereinafter "Harbin group") an annual output reaching 120 million tons, 1994 year of 8 million tons compared to expand a dozen times. Chinese beer industry after Yen Ching Restaurant, Tsingtao and ranked fourth after the CRC's well-known enterprises. Meanwhile, the Harbin group with merger and acquisition strategy has turned from a local business group with a nationwide marketing network.
Synchronized with the production and sales volume and business expansion is the management of stress. 1998 year was Harbin Group Managing the most difficult year, though this year Harbin group benefits has reached its highest ever level, but Harbin hidden crisis in the management of the group, starting with the explosion in contradiction with the speed of reaction to market. In order to maximize the integration of resources, reduce costs and resolve the contradiction between production and flexible, Harbin Group General Manager Li Wentao decided to launch a process optimization within Harbin group movement.
1998 Year 1999 year, Harbin group all the posts with the process described it again: draw a total 6000 more processes. 2000 years, Harbin group of decided using the power of consulting company BRP further development within the company and choose the helper for BPR and ERP systems implementation consultant.
Hamp for HA beer group for management diagnosis of when proposed has 200 multiple problem, last refined for 138 a needs HA beer group improved of problem and solution way, HA beer group up 20 million word management white paper of main content is on process status analysis, and management line design and target process optimization report, and training manual, most file are and BPR related. In advance of the introduction of a consulting company, having set up a centralized management platform with a strong process management concepts, this is One of the key factors of the Harbin group for its success in converting from functional organization to a flow-type Enterprise. Harbin group of BPR has been able to pass not only in Harbin group itself and in close cooperation with the consulting firm hamp-related, an important condition is the basis of Harbin group BPR centralized management system before, about the company's financial centralized management, procurement, production and other operations. Harbin group, now 8, high levels of these molecules to be intensive enterprises, each molecule in the organizational structure of the company achieved the unity of management. Precisely because of this, Harbin group BPR met little resistance.
Strong leadership to promote Kazakh beer group of BPR project important human factor. Company executives and the BPR project manager must have a lot of control and communication skills, but also to learn how to focus. Therefore, the "leadership mobilize everyone" is always runs through Harbin group BPR project a main line. Throughout the BPR process, project managers on behalf of the company is solely responsible for the project's implementation, but difficulties, General Manager must intervene, and decision processes still operational issues are ERP technical or LUN industry environment issues, examine ways and to monitor implementation.
Enterprise to BPR, streamline business processes and make management rules are key. Harbin group product sales when there is a problem in the past, the Sales Department considered the production sector is unable to provide sufficient inventory and production may complain about the sales team to develop marketing plans are not allowed to lead to the production of chaos. This is because the responsibility is not clear, have no way of finding out where the problem and the responsibility of leadership who will bear In particular, in Harbin in process optimization practice group,BPR 's primary role is clear two things: one is to process and post to clarify its responsibilities within the process and corresponding work standards and the reward and punishment system; the second is improving the irrational process node. In other words, theBPR is to resolve business process what do every job in the system, in this mandate how, to what extent and how to evaluate the problem.
Harbin group BPR established after sales, manufacturing, logistics, procurement of three major processes, systems and quality manageme