康乐药业新药开发流程再造研究
摘要
流程再造既是新的理论研究领域，也是企业在激烈的市场竞争环境下，为适应市场和顾客的需求而产生的一种新的管理方法。本文选取康乐药业新药开发流程为研究对象，结合当前流程再造的一些最新研究成果，进行了康乐药业新药开发流程再造，取得了预期的效果。
本文首先对康乐药业进行新药开发流程再造的背景进行了分析。依次阐述了康乐药业的整体概况及康乐药业进行新药开发流程再造的目的和意义。其次，本文根据国内外大量文献资料，提出了一个系统的流程再造理论框架。然后以这个理论框架为指导，进行了康乐药业新药开发流程再造。在分析现有流程和再设计新的流程时，本文使用定性和定量的方法和工具，得到确切的流程模型和数据，这些模型和数据客观地反映了流程的真实信息，为分析流程和设计新的流程打下了坚实的基础。如运用工DEF0法，得出了药品开发的流程描述；运用ASME法，发现了流程中的非增值活动，识别出了流程再造的机会；运用作业成本法，计算了流程的实际费用，在此基础上设计了新的流程。文章还建立了流程再造效益的评价指标，依据该指标对康乐药业新药开发流程再造的效益进行了量化分析，结果表明新流程实现了缩短药品开发周期、减少开发费用和提高信息共享度的预期目标。
在新流程的具体实施阶段，本文给出了一个先对选定的部分新流程进行试点，试点成功后再正式全面实施的谨慎实施策略，以确保实施过程的顺利进行。并对可能导致实施失败的原因进行了分析，给出了相应的防范措施。
Business Process Reengineering (BPR) is a new theory research field and a new management method for company to fit market and customer's requirement in sharp market competition environment. This article chooses the new medicine R&D of Kangle pharmaceutical Company as the research object. Then make BPR combining some of the present new research achievement of BPR and achieves anticipated outcome.
Firstly, this article begins from the background analysis of new medicine R&D of Kangle Pharmaceutical Company, In this part, the article describes the company's general situation, the endanger that the company faces and why the company makes BPR.Secondly, based on a lot of documentation about BPR, the article put forward a systematic theory framework, use this theory framework apply in the research of Kangle Pharmaceutical company's new medicine R&D business process and achieves anticipated outcome. In analyzing the present business process and resigning new business process, the article uses a serial of tools to make qualitative analysis and quantitative analysis, then gets confirm business process model and data. These model and data reflect the real information of the business process and set strong base of analysis and design. Such as setting up process's IDEFO mode to analyze present product R&D business process, using ASME method to analyze the time spent on every business process and finding out the
non-value-added action in the business process, using ABC method to calculate business process's real expenditure and design a new business process on this base. Further more, the article sets up a evaluate norm about BPR's implement effect and uses this norm to make quantitative analysis of the new Ch. medicine R&D process of Kangle Pharmaceutical Company, Through analysis, we can see that new business process achieves the anticipated goal which is to reduce R&D cycle, R&D cost and raise the percent of information share.
During the period of putting new business process into effect, the article brings forward a strategy, which is choose a part of new business process to make experiment first, if it succeeds, then put whole new process into effect. In order to make sure the new process to be reengineered smoothly. The article also analyzes the reason which may lead to implement failure and make measure to keep lookout corresponding.
本文首先对康乐药业进行新药开发流程再造的背景进行了分析。依次阐述了康乐药业的整体概况及康乐药业进行新药开发流程再造的目的和意义。其次，本文根据国内外大量文献资料，提出了一个系统的流程再造理论框架。然后以这个理论框架为指导，进行了康乐药业新药开发流程再造。在分析现有流程和再设计新的流程时，本文使用定性和定量的方法和工具，得到确切的流程模型和数据，这些模型和数据客观地反映了流程的真实信息，为分析流程和设计新的流程打下了坚实的基础。如运用工DEF0法，得出了药品开发的流程描述；运用ASME法，发现了流程中的非增值活动，识别出了流程再造的机会；运用作业成本法，计算了流程的实际费用，在此基础上设计了新的流程。文章还建立了流程再造效益的评价指标，依据该指标对康乐药业新药开发流程再造的效益进行了量化分析，结果表明新流程实现了缩短药品开发周期、减少开发费用和提高信息共享度的预期目标。
在新流程的具体实施阶段，本文给出了一个先对选定的部分新流程进行试点，试点成功后再正式全面实施的谨慎实施策略，以确保实施过程的顺利进行。并对可能导致实施失败的原因进行了分析，给出了相应的防范措施。
Business Process Reengineering (BPR) is a new theory research field and a new management method for company to fit market and customer's requirement in sharp market competition environment. This article chooses the new medicine R&D of Kangle pharmaceutical Company as the research object. Then make BPR combining some of the present new research achievement of BPR and achieves anticipated outcome.
Firstly, this article begins from the background analysis of new medicine R&D of Kangle Pharmaceutical Company, In this part, the article describes the company's general situation, the endanger that the company faces and why the company makes BPR.Secondly, based on a lot of documentation about BPR, the article put forward a systematic theory framework, use this theory framework apply in the research of Kangle Pharmaceutical company's new medicine R&D business process and achieves anticipated outcome. In analyzing the present business process and resigning new business process, the article uses a serial of tools to make qualitative analysis and quantitative analysis, then gets confirm business process model and data. These model and data reflect the real information of the business process and set strong base of analysis and design. Such as setting up process's IDEFO mode to analyze present product R&D business process, using ASME method to analyze the time spent on every business process and finding out the
non-value-added action in the business process, using ABC method to calculate business process's real expenditure and design a new business process on this base. Further more, the article sets up a evaluate norm about BPR's implement effect and uses this norm to make quantitative analysis of the new Ch. medicine R&D process of Kangle Pharmaceutical Company, Through analysis, we can see that new business process achieves the anticipated goal which is to reduce R&D cycle, R&D cost and raise the percent of information share.
During the period of putting new business process into effect, the article brings forward a strategy, which is choose a part of new business process to make experiment first, if it succeeds, then put whole new process into effect. In order to make sure the new process to be reengineered smoothly. The article also analyzes the reason which may lead to implement failure and make measure to keep lookout corresponding.
引文
[1] 周永亮．中国企业前沿问题报告．第一版．北京：中国社会科学出版社，2001，11-12
[2] 颜光华，刘正周．企业再造．上海：上海财经大学出版社，1999，5-8
[3] 崔巍，李为民．OTC实战宝典．第一版．北京：海洋出版社，2002，34-36
[4] 胡海棠等．中药新药研制学．江西：江西科学技术出版社，1999，3-6
[5] 谢秀琼．中药新制剂开发与应用．北京：人民卫生出版社，1994，1-2
[6] 汪星明．管理系统中计算机的应用．武汉：武汉大学出版社，2000，56-60
[7] 黄梯云，李一军．管理信息系统．高等教育出版社，2000，34-36
[8] John Naisbitt, Patrica Aburdene, Reinventing the Corporation,Warner Books Inc.,New York,1985,11-12
[9] 陈禹六．经营过程重构(BPR)与系统集成．北京：清华大学出版社，2001，46-48
[10] Michael Hammer, James Champy. Reengineering the corporation: a manifesto for business revolution. Harper Collins publishers inc, 1993,34-35
[11] Benchmar Sting report excerpt: role of information technology in business process reengineering. Prosci inc., 1999,23-26
[12] Thomas h. davenport, process innovation—reengineering worst through Information technology. Harvard business school press, 1993,12-13
[13] Michael Hammer and Steven Stanton, The Reengineering Revolution, Harper Collins Publishers, Inc., New York,1995,35-36
[14] Michael Hammer, Beyond Reengineering: How the process-Centered Organization is Changing Our Work and Our Lives, Harper Collins Publishers, Inc., New York, 1996,41-42
[15] Beverly R.Fletcher, Organization Transformation Theorists and ractioners-profiles and Rhemes, Praeger Publishers, New York, 1990,5-6
[16] Stowe Boyd. worst software: Linsting information technology and business process reengineering, enterprise reengineering, 1995,3
[17] J. P. Kotter. Leading Change: Why Transformation Efforts Fail. HBR, 1995,3
[18] Greg Wallicst and Marshall bailey.electronic data interchange and reengineering.enterprise reengineering, 1995,6
[19] Raymond E.miles and W.E. Douglas Creed.Organizational Forms and Managerial Philosophies: A Descriptive and Analytical Review. Research in organizational
Behavior,1995, 17:72-80
[20] Gerry Johnson and Kevan Scholes.Exploring Corporate Strategy.rentice,1998,4
[21] 胡飞虎等．面向目标的BPR分析与建模策略．计算机工程与应用，2000，8：30-32
[22] 胡飞虎等．面向目标的信息系统分析与建模策略．计算机工程与应用，2001，7：23-24
[23] 池丽华等．企业过程再造与现代信息技术的关系．工业工程与管理，1999，4：11-12
[24] 赵涛．企业作业流程再造与全面质量管理，管理工程学报，2000，11：40-41
[25] Raymond L.Manyanelli and Steven P.raspa.Why Reengineering Has Failed. Management Review, 1995,7:84-85
[26] 武兴兵．拯救BPR．中国电子商务，2002，8：35-37
[27] 汪牧青．业务流程重组新观察．创思发展论坛，2003，1：3-4
[28] 黄辉．再造管理基石．中国企业家，2003，3：8-9
[29] 夏敬华．企业流程管理中的常见问题．中外管理，2002，4：33-35
[30] 陆培炜．BPR：理性VS非理性．21世纪经济报道，2002，7：13-15
[31] 卢作勇．七大因素影响医药商业未来走势．医药经济信息，2003，180：21-22
[32] 干荣富．2002年医药行业经济运行总论．全国医药商情，2003，19：4-10
[33] 马刚．海尔的业务流程再造模式及经济分析．山东经济学院学报，2002，1：35-36
[34] 李莹等．业务流程再造建模技术研究．工业工程，2002，3：35-36
[35] 王曙光．业务流程再造的误区及改进完善．企业经济，2002，6：27-28
[36] 王曙光．信息技术环境下的企业业务流程再造．经济师，2002，8：15-16
[37] 刘嘉呈．海尔的业务流程再造．中国经贸导刊，2002，20：5-6
[38] 桂林市科技局．桂林市工业基本概况．桂林工作，2004，2：19-22
[39] Hammer Michael, Reengineering Work: Don't Automate, Obliterate, Harvard Business Review, 1990, 6:104-112
[40] 陈文选．我国药品市场的现状与发展趋势．中国药房，2001，3：2-4
[41] 专题报导．企业过程工作流与再造工程．计算机世界报，2003，10：5-7
[42] Kermann F, Walls L.Taking a strategic view of BPR to develop a multldisciplinary framework.Journal of the Operational Research Society, 1999:50
[43] 王寿欣．面向业务流程的过程分析与建摸方法．管理工程学报，2001，4：15-16
[44] 陈亭．建立企业的竞争优势—一业务流程重组．上海企业，2001，5：20-21
[45] 徐学军．如何成功地开展业务流程再造．工厂管理．2000，5：30-32
[46] 石伟．企业的业务流程再造．北京经济展望，2000，11：27—28
[47] 于明德．加入WTO后，我国医药企业面临的挑战与对策．中外医药采购指南，2004，2：11-12
[48] 佚名．并行工程简介．http://www.e-works.net.cn/xxjs/bx11.htm,2003-10-5
[49] 佚名．过程管理与集成技术．http://www.863cims.net,2004-3-5
[50] 佚名．制药业的前景看好．http://www.cei.gov.cn/medicine/doc,2004-2-3
[51] 裴金林．面向企业流程——BPR的要素之一．http://www.amteam.org,2002-5-6
[52] 郑荆陵．成本动因分析与业务流程重组ABC法应用技术．http://www.amteam.org/old/ABC accounting,2002-8-9
[2] 颜光华，刘正周．企业再造．上海：上海财经大学出版社，1999，5-8
[3] 崔巍，李为民．OTC实战宝典．第一版．北京：海洋出版社，2002，34-36
[4] 胡海棠等．中药新药研制学．江西：江西科学技术出版社，1999，3-6
[5] 谢秀琼．中药新制剂开发与应用．北京：人民卫生出版社，1994，1-2
[6] 汪星明．管理系统中计算机的应用．武汉：武汉大学出版社，2000，56-60
[7] 黄梯云，李一军．管理信息系统．高等教育出版社，2000，34-36
[8] John Naisbitt, Patrica Aburdene, Reinventing the Corporation,Warner Books Inc.,New York,1985,11-12
[9] 陈禹六．经营过程重构(BPR)与系统集成．北京：清华大学出版社，2001，46-48
[10] Michael Hammer, James Champy. Reengineering the corporation: a manifesto for business revolution. Harper Collins publishers inc, 1993,34-35
[11] Benchmar Sting report excerpt: role of information technology in business process reengineering. Prosci inc., 1999,23-26
[12] Thomas h. davenport, process innovation—reengineering worst through Information technology. Harvard business school press, 1993,12-13
[13] Michael Hammer and Steven Stanton, The Reengineering Revolution, Harper Collins Publishers, Inc., New York,1995,35-36
[14] Michael Hammer, Beyond Reengineering: How the process-Centered Organization is Changing Our Work and Our Lives, Harper Collins Publishers, Inc., New York, 1996,41-42
[15] Beverly R.Fletcher, Organization Transformation Theorists and ractioners-profiles and Rhemes, Praeger Publishers, New York, 1990,5-6
[16] Stowe Boyd. worst software: Linsting information technology and business process reengineering, enterprise reengineering, 1995,3
[17] J. P. Kotter. Leading Change: Why Transformation Efforts Fail. HBR, 1995,3
[18] Greg Wallicst and Marshall bailey.electronic data interchange and reengineering.enterprise reengineering, 1995,6
[19] Raymond E.miles and W.E. Douglas Creed.Organizational Forms and Managerial Philosophies: A Descriptive and Analytical Review. Research in organizational
Behavior,1995, 17:72-80
[20] Gerry Johnson and Kevan Scholes.Exploring Corporate Strategy.rentice,1998,4
[21] 胡飞虎等．面向目标的BPR分析与建模策略．计算机工程与应用，2000，8：30-32
[22] 胡飞虎等．面向目标的信息系统分析与建模策略．计算机工程与应用，2001，7：23-24
[23] 池丽华等．企业过程再造与现代信息技术的关系．工业工程与管理，1999，4：11-12
[24] 赵涛．企业作业流程再造与全面质量管理，管理工程学报，2000，11：40-41
[25] Raymond L.Manyanelli and Steven P.raspa.Why Reengineering Has Failed. Management Review, 1995,7:84-85
[26] 武兴兵．拯救BPR．中国电子商务，2002，8：35-37
[27] 汪牧青．业务流程重组新观察．创思发展论坛，2003，1：3-4
[28] 黄辉．再造管理基石．中国企业家，2003，3：8-9
[29] 夏敬华．企业流程管理中的常见问题．中外管理，2002，4：33-35
[30] 陆培炜．BPR：理性VS非理性．21世纪经济报道，2002，7：13-15
[31] 卢作勇．七大因素影响医药商业未来走势．医药经济信息，2003，180：21-22
[32] 干荣富．2002年医药行业经济运行总论．全国医药商情，2003，19：4-10
[33] 马刚．海尔的业务流程再造模式及经济分析．山东经济学院学报，2002，1：35-36
[34] 李莹等．业务流程再造建模技术研究．工业工程，2002，3：35-36
[35] 王曙光．业务流程再造的误区及改进完善．企业经济，2002，6：27-28
[36] 王曙光．信息技术环境下的企业业务流程再造．经济师，2002，8：15-16
[37] 刘嘉呈．海尔的业务流程再造．中国经贸导刊，2002，20：5-6
[38] 桂林市科技局．桂林市工业基本概况．桂林工作，2004，2：19-22
[39] Hammer Michael, Reengineering Work: Don't Automate, Obliterate, Harvard Business Review, 1990, 6:104-112
[40] 陈文选．我国药品市场的现状与发展趋势．中国药房，2001，3：2-4
[41] 专题报导．企业过程工作流与再造工程．计算机世界报，2003，10：5-7
[42] Kermann F, Walls L.Taking a strategic view of BPR to develop a multldisciplinary framework.Journal of the Operational Research Society, 1999:50
[43] 王寿欣．面向业务流程的过程分析与建摸方法．管理工程学报，2001，4：15-16
[44] 陈亭．建立企业的竞争优势—一业务流程重组．上海企业，2001，5：20-21
[45] 徐学军．如何成功地开展业务流程再造．工厂管理．2000，5：30-32
[46] 石伟．企业的业务流程再造．北京经济展望，2000，11：27—28
[47] 于明德．加入WTO后，我国医药企业面临的挑战与对策．中外医药采购指南，2004，2：11-12
[48] 佚名．并行工程简介．http://www.e-works.net.cn/xxjs/bx11.htm,2003-10-5
[49] 佚名．过程管理与集成技术．http://www.863cims.net,2004-3-5
[50] 佚名．制药业的前景看好．http://www.cei.gov.cn/medicine/doc,2004-2-3
[51] 裴金林．面向企业流程——BPR的要素之一．http://www.amteam.org,2002-5-6
[52] 郑荆陵．成本动因分析与业务流程重组ABC法应用技术．http://www.amteam.org/old/ABC accounting,2002-8-9