On the concept and design principle of business pr

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On the concept and design principle of business process reengineering

quality control process reengineering is a systematic project. It originated in the United States in the early 1980s. After years of research and development, it has become a kind of management theory to comprehensively improve the overall competitiveness of enterprises

I. Principles of business process reengineering (I) the concept of business process reengineering

business process reengineering, also known as business process reengineering, enables enterprises to better adapt to the needs of market economic development and improve their competitiveness through the redesign of business processes. Michael Hammer of MIT believes that "we define a business process as a series of business activities, including putting one or more things into and creating products that are valuable to customers". The existence of any enterprise is to provide customers with valuable services or products. All kinds of orderly operation activities for this purpose constitute the business process of the enterprise

since hammer put forward the idea of business process reengineering, after years of research and attempt, the connotation of business process reengineering has been extended more widely, mainly in the following aspects:

1 From business process reengineering to enterprise capability reengineering in the past, many Chinese enterprises regarded business process reengineering as a project, which seriously affected the development of enterprises. The competition of enterprises in the 21st century is the competition of enterprise capabilities. We should pay attention to business process reengineering as an important means to enhance the core capabilities of enterprises, including how to manage the results of business process reengineering and the impact of reengineering on the future of enterprises. This requires enterprises not only to reengineer business processes, but also to deeply reengineer various capabilities, Through the reengineering of enterprise capability, the enterprise can maintain its competitive advantage and make better achievements in the future competition

2. From business process reengineering to corporate culture reengineering

corporate culture is one of the key factors for the success of enterprise development. The resistance of corporate culture often leads to the failure of business process reengineering. At present, Chinese enterprises are too satisfied with the gradual change and can not fully extend the results to the development of the enterprise. The new business process requires employees to work in a new state. This change is a challenge to the traditional concept. However, business process reengineering often ignores the human factor, lacks the corresponding cooperation of corporate culture, and often fails to achieve the expected reform effect. Therefore, business process reengineering should not only reengineer the operation mode of business process, but also reengineer the corporate culture, so as to improve the ideological understanding of enterprise employees and devote themselves to work with full enthusiasm

(II) application and evaluation of business process reengineering theory. It breaks the limitations of traditional enterprise management and meets the needs of modern enterprise development, but at the same time, we should also see its shortcomings

1. The real value of business process reengineering is not the business process itself, but the competitiveness it forms. The competitiveness of enterprises supports the unique advantages of enterprises in the homogeneous market, so that enterprises can better provide customers with satisfactory products or services

will the new EU regulations on plastic materials and products be implemented soon? There are two basic purposes for China to actively respond to process reengineering: one is to improve the operation efficiency of enterprises, that is, to save operation time by adjusting and reforming a certain link in the production and operation process. Second, improve the economic benefits of enterprises. For example, when an enterprise produces a product, it used to cost 500 yuan. After business process reengineering, it now costs only 400 yuan. This is the application value of business process reengineering

2. Limitations of the theory of business process reengineering as a new theory, business process reengineering is not yet fully mature and has its own insurmountable defects, which are mainly shown as follows:

first of all, business process reengineering advocates radical change and starts from scratch, but it is quite difficult and risky for enterprises, and it also has great interference with the normal operation of enterprises, It is difficult for employees to adapt to the new process at one time, resulting in a high failure rate of business process reengineering

secondly, the theory of business process reengineering is one-sided in denying the traditional division of labor. At present, the division of labor has been playing a very important role in the organizational structure of enterprises in China, and it will also be the same in the future. After the enterprises turn to the process as the core, although the functional departments have been cancelled, there is still a certain division of labor, and there must be division of labor and cooperation between them. Therefore, it is unrealistic to completely deny the traditional division of labor of enterprises

II. Business process reengineering is the inevitable choice of China's enterprise reform.

since the reform and opening up, China's enterprises have basically completed the transformation from planned economy to market economy, and have entered the stage of further deepening the reform. Enterprise reform is a multi task system engineering, which not only needs to improve the enterprise structure and business model, but also needs to create an excellent enterprise culture to meet the needs of enterprise reform. Although the task of enterprise reform is multifaceted, there is only one goal to be achieved, which is to improve the overall competitiveness of enterprises. However, according to the current situation of Chinese enterprises, in order to improve the operation efficiency and economic benefits of enterprises, we should not only solve the system problems of enterprises, but also improve the structure and management authority of enterprises. For an enterprise, it is a thorough transformation. Only with an appropriate elongation rate can Chinese enterprises achieve the goal of deepening reform

business process reengineering is an important goal and content of Deepening China's enterprise reform. As an effective management reform for modern enterprises to enhance competitiveness, reduce staff and increase efficiency, business process reengineering has not only been widely recognized and promoted in developed countries, but also been widely valued and applied in developing countries. It is not only suitable for general enterprises, but also suitable for the transformation of China's state-owned enterprises. It has far-reaching significance for deepening the transformation of China's state-owned enterprises, and has become an inevitable choice for China's enterprise reform

III. design of business process reengineering

the redesign of business process is the most creative work in the whole business process reengineering. When designing the business process of a specific enterprise, we should fully understand the needs of customers, pay attention to the "dynamic logic" between activities in the process, and master the design method of process reengineering

(I) starting point of business process reengineering design

business process reengineering is to better meet the needs of customers, so the starting point of process design should be the actual needs of customers. It is important to meet the needs of customers, but the choice of customer groups is more important. An enterprise cannot meet the needs of all customers. Therefore, the starting point of business process reengineering design should not only consider the needs of customers, but also determine the strategic direction (positioning) of the enterprise itself

enterprise positioning is determined by the enterprise after analyzing the external environment and its own capabilities. It is essentially the product of enterprise processes. Enterprise positioning is to transform the market demand into the strategic goal of the enterprise, find out the market of the enterprise's products, and determine the products and services that the enterprise needs to provide

(II) preparation for business process reengineering design

business process reengineering is to achieve better results for enterprises and to speed up the process of enterprise reform. Therefore, the design of business process needs innovation and breakthrough in thinking. Innovation comes from an insatiable attitude towards knowledge, as well as an in-depth understanding of the enterprise's own potential and goals

(1) attitude. For the business process design of enterprises, it is very important to adhere to the attitude of never being satisfied. Only by adhering to this attitude can we try to find the root of the problem in the business process design of the enterprise. In the case of enterprise business process imbalance, find out the root causes of the problems, be brave to ask questions, be brave to find the internal relations of things, and suit the remedy to the case

(2) deeply understand the existing business processes. To deeply understand the existing business processes of an enterprise is not only to draw the business process diagram of the enterprise, but also to examine the needs of customers and the strategic needs of the enterprise from a new perspective. We should examine it from two aspects: one is to examine the needs of customers from the perspective of enterprises; The second is to examine the existing business processes from the perspective of customers. Only from these two aspects to examine the existing business processes, can we better understand the content and origin of business processes, and better serve business process reengineering

(III) design method of business process reengineering

business process reengineering is to eliminate inefficient activities in the process for enterprises and make the process run more effectively. At the same time, it is also for enterprises to better adapt to the complex and changeable market environment. There are two methods for the design of business process reengineering, namely, the systematic transformation of existing processes and the new design of business processes. Whichever method is adopted is to make the process run better

1. Systematic transformation of existing enterprise processes

systematic transformation is to clean up and reshape existing processes on the basis of in-depth understanding of existing enterprise processes. This method has the advantages of low risk, quick effect and little interference to the existing business activities of the enterprise

(1) simplify activities. Process reengineering should simplify activities as much as possible. The main areas of simplification are: whether the forms that cannot be cut off are concise and applicable; Whether there are difficulties in understanding and implementing the procedures; Whether the communication is concise and clear; Technology, whether it is convenient to operate; Whether the logistics and information flow are smooth and whether there are detours

(2) task integration. After the enterprise business process is simplified, the remaining tasks should be reasonably integrated to ensure the smoothness and continuity of the whole business process

(3) automation. Enterprise process automation is based on the simplification and integration of enterprise business process tasks, rather than speeding up the operation of the original process

through the above three steps, the existing process of the enterprise can realize process reengineering. Although this work seems to be standardized and procedural, in reality, in order to realize that the elongation after fracture of general metal materials is based on the national standard marking distance to realize enterprise process reengineering, we must deeply understand the existing enterprise process and carefully implement each step to succeed

2. New design of business process

the new design of business process should abandon the existing processes of the enterprise and fundamentally redefine the way the enterprise conducts business. It can greatly improve the performance of enterprises, but the relative risk is higher. Its design idea is to start with the goal, gradually push back, and design the business process that meets the requirements of the enterprise

the new design of business process needs to solve the following five problems: ① what is the task of the enterprise? Who will be served? ② Why should enterprises meet the requirements of customers? Is it consistent with the enterprise's strategy? ③ When do customers need our service? Within what time frame is the most effective operation of the enterprise? ④ Geographical scope of services provided by enterprises

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