摘 要

近年來，我國中小企業(yè)發(fā)展迅速，在國民經(jīng)濟(jì)中的地位越來越重要。但隨著經(jīng)濟(jì)全球化、信息化的發(fā)展，市場競爭日趨激烈，中小企業(yè)生存與發(fā)展面臨著嚴(yán)峻的挑戰(zhàn)，傳統(tǒng)的管理方法難以適應(yīng)全球化的競爭和嚴(yán)峻的市場變化。業(yè)務(wù)流程再造是就是一種能夠提高企業(yè)的競爭力、生存能力和發(fā)展能力的現(xiàn)代管理思想和方法。
汽車零配件產(chǎn)業(yè)是汽車產(chǎn)業(yè)的重要組成部分，零配件工業(yè)的水平關(guān)系到整汽車工業(yè)的發(fā)展水平。汽車零配件企業(yè)作為我國中小企業(yè)的代表，正在步入一個(gè)飛速發(fā)展的高峰期。本文選取長安凌云為實(shí)例，進(jìn)行業(yè)務(wù)流程再造的研究與應(yīng)用。
首先，深入企業(yè)調(diào)研，進(jìn)行訪談和研究，總結(jié)企業(yè)在運(yùn)行管理中出現(xiàn)的問題。對(duì)問題進(jìn)行重要性分析，結(jié)合企業(yè)SWOT分析，得出企業(yè)通過業(yè)務(wù)流程再造來解決現(xiàn)存問題的需求。
其次，分析了汽車零配件企業(yè)業(yè)務(wù)流程的框架，結(jié)合企業(yè)實(shí)際情況，得出企業(yè)需要改造的重點(diǎn)流程為生產(chǎn)流程、采購流程和質(zhì)量控制流程。進(jìn)行流程分析，運(yùn)用ESIA法則，得出了重點(diǎn)流程再造后的規(guī)劃方案。同時(shí)對(duì)企業(yè)組織結(jié)構(gòu)進(jìn)行再設(shè)計(jì)，得出了優(yōu)化的組織結(jié)構(gòu)規(guī)劃方案。對(duì)新舊流程，新舊組織結(jié)構(gòu)進(jìn)行了對(duì)比評(píng)價(jià)。
最后，對(duì)業(yè)務(wù)流程再造的實(shí)施情況進(jìn)行研究分析，為該企業(yè)實(shí)施業(yè)務(wù)流程再造提出建議。


關(guān)鍵詞：業(yè)務(wù)流程再造，BPR，組織結(jié)構(gòu)重構(gòu)


ABSTRACT

In recent years, small and medium enterprises (SMEs) have made rapid progress and become more and more important in the national economy. However, with the economic globalization and the development of information technology, the market competition is increasingly fierce, and SMEs is faced with severe challenges. Traditional management methods can not adapt to the global competition and severe market change. Business process reengineering (BPR) is a kind of modern management ideas and methods, which can improve the enterprises’ competitiveness, viability and development capabilities.
The Auto parts industry is an important component of automobile industry, and the development of Auto parts industry has a great effect on the development of the whole automobile industry. China's auto parts business as a representative of SMEs, is entering a peak period of rapid development. This paper takes the e the CALY as an example to do research and application BPR.
Firstly, we find out problems of operation management after making interviews and research in the CALY. Then we analyze the importance of the problems, and we find the demand of using BPR to solve the existing problems through the SWOT Analysis.
Secondly, the BPR framework of Auto Parts enterprises is analyzed. Combining with the actual situation, we find the important processes of BPR are the production processes, procurement processes and quality control processes. Braced on ESIA rules, we do process analysis and excogitate the planning program after the reengineering of important processes. Simultaneously, we reconstruct a new organizational structure and get the planning program of the optimized organizational structure. Then, The old and new processes, the old and new organizational structure are comparably eva luated.
Finally, the implementation of BPR is researched and analyzed, and recommendations are concluded for the CALY to implement BPR.

Key word: BPR, Business process reengineering, Reconstruction of organizational structure



目 錄

中文摘要 I
ABSTRACT II
1 緒論 1
1.1 論文的選題背景和研究意義 1
1.2 國內(nèi)外業(yè)務(wù)流程再造理論研究與應(yīng)用現(xiàn)狀 1
1.2.1 業(yè)務(wù)流程再造的理論發(fā)展?fàn)顩r 1
1.2.2 業(yè)務(wù)流程再造理論的研究呈現(xiàn)的新態(tài)勢 2
1.2.3 業(yè)務(wù)流程再造在世界范圍內(nèi)的應(yīng)用狀況 3
1.2.4 我國汽車零配件企業(yè)信息化和流程再造的現(xiàn)狀 4
1.3 課題的來源與論文的主要研究內(nèi)容 5
1.3.1 課題來源 5
1.3.2 論文的主要研究內(nèi)容 5
2 業(yè)務(wù)流程再造的基本理論 6
2.1 業(yè)務(wù)流程再造的定義 6
2.2 業(yè)務(wù)流程再造的核心思想 6
2.3 業(yè)務(wù)流程再造的基本原則 7
2.4 業(yè)務(wù)流程再造的方法 7
2.4.1 漸進(jìn)式再造 7
2.4.2 全新設(shè)計(jì)法 8
3 實(shí)地調(diào)研及問題診斷 9
3.1 調(diào)研情況簡述 9
3.1.1 企業(yè)簡介 9
3.1.2 調(diào)研方法 9
3.2 調(diào)研結(jié)果及問題列舉 9
3.3 企業(yè)實(shí)施業(yè)務(wù)流程再造的需求分析 11
3.3.1 問題重要性分析 11
3.3.2 企業(yè)SWOT分析 12
4 企業(yè)業(yè)務(wù)流程再造方案設(shè)計(jì) 15
4.1 企業(yè)業(yè)務(wù)流程框架設(shè)計(jì) 15
4.1.1 業(yè)務(wù)流程框架的基本理論 15
4.1.2 標(biāo)桿瞄準(zhǔn)：一汽大眾 15
4.1.3 汽車零配件企業(yè)業(yè)務(wù)流程框架設(shè)計(jì) 16
4.2 企業(yè)主要工作流程再造 17
4.2.1 基于價(jià)值鏈的流程分析確定主要工作流程 17
4.2.2 生產(chǎn)流程再造 20
4.2.3 采購流程再造 23
4.2.4 質(zhì)量管理流程再造 26
4.3 企業(yè)組織結(jié)構(gòu)再造 29
4.3.1 企業(yè)總組織結(jié)構(gòu)再造 30
4.3.2 再造后四大部門內(nèi)部組織結(jié)構(gòu)圖和職能職責(zé)規(guī)劃 31
4.4 設(shè)計(jì)方案的對(duì)比與評(píng)價(jià) 34
4.4.1 流程規(guī)劃方案的量化評(píng)價(jià) 34
4.4.2 組織結(jié)構(gòu)規(guī)劃方案的模糊綜合評(píng)價(jià) 36
5 業(yè)務(wù)流程再造的實(shí)施研究 37
5.1 中小企業(yè)業(yè)務(wù)流程再造實(shí)施研究 37
5.1.1 中小企業(yè)業(yè)務(wù)流程的現(xiàn)狀分析 37
5.1.2 中小企業(yè)在實(shí)施BPR項(xiàng)目過程中常遇到的困難分析 38
5.2 針對(duì)該企業(yè)提出業(yè)務(wù)流程再造的建議 39
5.2.1 該企業(yè)業(yè)務(wù)流程再造實(shí)施的注意點(diǎn) 39
5.2.2 該企業(yè)業(yè)務(wù)流程再造實(shí)施的步驟 42
6 結(jié)論 44
致謝 45
參考文獻(xiàn) 46