企业流程再造实践研究
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摘要
近年来，国有专业外贸企业面对来自外部竞争和内部机制的双重压力，迫切需要寻觅良方，以期摆脱困境，寻求发展。本论文力图借鉴流程再造的理论方法，通过外贸企业再造实践，在此基础上加以总结和提升，希望对国有外贸企业管理改善提供参考和借鉴。
论文在阐述了流程再造及其相关的概念和基础理论、方法和实施步骤等基础上，将流程再造与其他管理改善进行了综合比较。通过对某国有外贸企业困境和挑战分析的基础上，明确了企业进行流程再造的契机。流程再造在企业的具体实践中，在正式实施流程再造以前，通过对企业的产权结构进行改造，并以产权结构改造为契机，抓住时机，适时地对组织结构进行调整，同时确立构建企业文化的方向，为正式实施业务流程再造营造氛围，做好铺垫。针对企业特定的业务流程，则结合企业自身业务的特性，从分析业务全流程中的风险点着手，建立了新的信用控制流程，并将此流程分解融入业务的具体操作流程中，实现业务流程的再造，最终使企业降低了业务的坏帐率，提高了企业的效益。实践表明，当企业面临着内外环境巨变的时刻，流程再造是可以选择的帮助企业走出困境的出路。
For recent years, the state-owned foreign trade companies have been facing more and more pressures and difficulties, including outside competition pressures from international and domestic markets and inside existing old system. How to change this situation and find the solution is very important for companies. BPR (Business Process Reengineering) , proposed by Hammer is one of important management improving method, which has been practiced and proved by a lot famous global leader companies. In this paper, we focus on the application of BPR in a trade company, and through which some experiences and effects can be summarized.
On the basis of introducing of BPR, its relevant theories and methods, an implementation framework is proposed for the specific trade company. At the first stage of the BPR practice, the reformation of property rights, organizational re-structuring and new corporate culture building should be completed, which establish a good precondition for the next BPR implementation. Considering the key processes for a trade company in new environment, the credit-control process and exporting operational process were redesigned and verified. It proved that the practice of BRP for the company can help to increase the revenues and profits. The most important is that it made a good beginning for the sustaining improvement in future. The practice shows that the BPR is one of important solution for companies to get rid of predicament facing great changing environments.
论文在阐述了流程再造及其相关的概念和基础理论、方法和实施步骤等基础上，将流程再造与其他管理改善进行了综合比较。通过对某国有外贸企业困境和挑战分析的基础上，明确了企业进行流程再造的契机。流程再造在企业的具体实践中，在正式实施流程再造以前，通过对企业的产权结构进行改造，并以产权结构改造为契机，抓住时机，适时地对组织结构进行调整，同时确立构建企业文化的方向，为正式实施业务流程再造营造氛围，做好铺垫。针对企业特定的业务流程，则结合企业自身业务的特性，从分析业务全流程中的风险点着手，建立了新的信用控制流程，并将此流程分解融入业务的具体操作流程中，实现业务流程的再造，最终使企业降低了业务的坏帐率，提高了企业的效益。实践表明，当企业面临着内外环境巨变的时刻，流程再造是可以选择的帮助企业走出困境的出路。
For recent years, the state-owned foreign trade companies have been facing more and more pressures and difficulties, including outside competition pressures from international and domestic markets and inside existing old system. How to change this situation and find the solution is very important for companies. BPR (Business Process Reengineering) , proposed by Hammer is one of important management improving method, which has been practiced and proved by a lot famous global leader companies. In this paper, we focus on the application of BPR in a trade company, and through which some experiences and effects can be summarized.
On the basis of introducing of BPR, its relevant theories and methods, an implementation framework is proposed for the specific trade company. At the first stage of the BPR practice, the reformation of property rights, organizational re-structuring and new corporate culture building should be completed, which establish a good precondition for the next BPR implementation. Considering the key processes for a trade company in new environment, the credit-control process and exporting operational process were redesigned and verified. It proved that the practice of BRP for the company can help to increase the revenues and profits. The most important is that it made a good beginning for the sustaining improvement in future. The practice shows that the BPR is one of important solution for companies to get rid of predicament facing great changing environments.
引文
[1] 迈克尔·哈默[美]等著．改革公司．上海译文出版社，1998(ISBN：7532721299E100)
[2] J·佩帕德／P．罗兰[美]．The Essence of Business Process Re-Engineering．中信出版社1999，ISBN：7800732096
[3] 颜光华，刘光周．企业再造．上海财经大学出版社，1998(ISBN：7810491539／F．118)
[4] 彭东辉．流程再造教程．航空工业出版社，2004(ISBN：7801833449／E273)
[5] 张俊杰，张朔．中国企业再造实务．上海财经大学出版社，2004(ISBN：7810981927／F．171)
[6] 梅绍祖，James．T．C．Teng[美]．流程再造——理论、方法和技术．清华大学出版社，2004(ISBN：7302075387／F．273)
[7] J·贝克尔[德]等著．业务流程管理．清华大学出版社，2004(ISBN：7302093865／F．273)
[8] 李光林，周来振．国有企业产权的改造与激励．南海出版社，2004(ISBN：7544228576／F．279)
[9] 芮明杰，钱平凡．再造流程．浙江人民出版社，1997(ISBN：721301613X／E225)
[10] M·Hammer, James Champy. Re-engineering The Corporation: a Manifesto for Business. Harpoer Collins Publishers INC, 1993 (ISBN: 0-88730-640-3)
[11] Norbert Neuman. The Challenges of Business Process Re-engineering. IMC Journal. Issue, 1995 (2)
[12] H·lee hales, Brian, J·savoie. Building a foundation for successful business process re-engineering. Industrial Engineering, 1994 (9)
[13] Paul adam, Richard. Benchmarking and Bottom-Line: Translating Business Re-engineering Into Bottom-Line Results, vandewater of westinghouse productivity and quality center. Industrial Engineering, 1995 (2)
[14] P·Bradley, J·Browne, S·Jackson, H·Jagdev. Business Process Re-engineering (BPR)-A study Of Software Tools Currently available. Computers in Industry, 1995 (23): 309-310.
[15] 李永戎，田雨华等．企业经营过程重构．北京先进制造技术咨询中心，1997
[16] 黄丽华，李芳芸等．企业过程再造设计的概念及其实现途径．计算集成制造 系统CIMS，1997(4)
[17] 李芳芸，黄丽华等．企业经营过程重组与现代企业管理．计算集成制造系统CIMS，1997(6)
[18] 季钢等．基于BPR理论与CIMS企业组织重构研究．计算集成制造系统CIMS，1997(5)：21-24
[19] 朱桂平．企业业务流程再造．中华工商时报，2002(6月11日)
[20] 陈红蕾．加入WTO后，国有中小型外贸企业改革的几点思考．经济师，2003(5)：116-118
[21] 严建苗．外贸业务能人与国有中小外贸企业改革．商业经济与管理，2001(10)：33-35
[22] 刘持金．流程决定结果——向业务流程管理要效益．中国企业家，2004(3)：116
[23] 张华志．他山之石：跨国公司的业务流程重组经验．中国企业家，2004(3)：117-118
[24] 李健，玉荣．关于BPR的六个认识误区．中国企业家，2004(3)：119-120
[25] 李健，玉荣．BPR实施之六个自我测验．中国企业家，2004(3)：121-122
[26] G·A·KRAINES．跨越部门管理业务流程．世界经理人文摘，2003(1)：64-68
[27] 桑强．以流程再造为中心的组织创新．经济管理，2002(11)：36-37
[28] 冯建秀，田耘．变革从关键流程开始．中外管理，2005(2)：26
[29] 阿特·克莱纳．流程再造走到尽头了吗?．环球管理，2001(8)：17-19
[30] 陈志坚．常见的企业流程再造模式．中国管理传播网(www.manage.org.cn)，2005(2月25日)
[31] 陈志坚．流程围绕什么再造．中国管理传播网(www.manage.org.cn)，2004(10月8日)
[32] 陈志坚．流程再造应该从哪里起步．中国管理传播网(www.manage.org.cn)，2004(10月13日)
[2] J·佩帕德／P．罗兰[美]．The Essence of Business Process Re-Engineering．中信出版社1999，ISBN：7800732096
[3] 颜光华，刘光周．企业再造．上海财经大学出版社，1998(ISBN：7810491539／F．118)
[4] 彭东辉．流程再造教程．航空工业出版社，2004(ISBN：7801833449／E273)
[5] 张俊杰，张朔．中国企业再造实务．上海财经大学出版社，2004(ISBN：7810981927／F．171)
[6] 梅绍祖，James．T．C．Teng[美]．流程再造——理论、方法和技术．清华大学出版社，2004(ISBN：7302075387／F．273)
[7] J·贝克尔[德]等著．业务流程管理．清华大学出版社，2004(ISBN：7302093865／F．273)
[8] 李光林，周来振．国有企业产权的改造与激励．南海出版社，2004(ISBN：7544228576／F．279)
[9] 芮明杰，钱平凡．再造流程．浙江人民出版社，1997(ISBN：721301613X／E225)
[10] M·Hammer, James Champy. Re-engineering The Corporation: a Manifesto for Business. Harpoer Collins Publishers INC, 1993 (ISBN: 0-88730-640-3)
[11] Norbert Neuman. The Challenges of Business Process Re-engineering. IMC Journal. Issue, 1995 (2)
[12] H·lee hales, Brian, J·savoie. Building a foundation for successful business process re-engineering. Industrial Engineering, 1994 (9)
[13] Paul adam, Richard. Benchmarking and Bottom-Line: Translating Business Re-engineering Into Bottom-Line Results, vandewater of westinghouse productivity and quality center. Industrial Engineering, 1995 (2)
[14] P·Bradley, J·Browne, S·Jackson, H·Jagdev. Business Process Re-engineering (BPR)-A study Of Software Tools Currently available. Computers in Industry, 1995 (23): 309-310.
[15] 李永戎，田雨华等．企业经营过程重构．北京先进制造技术咨询中心，1997
[16] 黄丽华，李芳芸等．企业过程再造设计的概念及其实现途径．计算集成制造 系统CIMS，1997(4)
[17] 李芳芸，黄丽华等．企业经营过程重组与现代企业管理．计算集成制造系统CIMS，1997(6)
[18] 季钢等．基于BPR理论与CIMS企业组织重构研究．计算集成制造系统CIMS，1997(5)：21-24
[19] 朱桂平．企业业务流程再造．中华工商时报，2002(6月11日)
[20] 陈红蕾．加入WTO后，国有中小型外贸企业改革的几点思考．经济师，2003(5)：116-118
[21] 严建苗．外贸业务能人与国有中小外贸企业改革．商业经济与管理，2001(10)：33-35
[22] 刘持金．流程决定结果——向业务流程管理要效益．中国企业家，2004(3)：116
[23] 张华志．他山之石：跨国公司的业务流程重组经验．中国企业家，2004(3)：117-118
[24] 李健，玉荣．关于BPR的六个认识误区．中国企业家，2004(3)：119-120
[25] 李健，玉荣．BPR实施之六个自我测验．中国企业家，2004(3)：121-122
[26] G·A·KRAINES．跨越部门管理业务流程．世界经理人文摘，2003(1)：64-68
[27] 桑强．以流程再造为中心的组织创新．经济管理，2002(11)：36-37
[28] 冯建秀，田耘．变革从关键流程开始．中外管理，2005(2)：26
[29] 阿特·克莱纳．流程再造走到尽头了吗?．环球管理，2001(8)：17-19
[30] 陈志坚．常见的企业流程再造模式．中国管理传播网(www.manage.org.cn)，2005(2月25日)
[31] 陈志坚．流程围绕什么再造．中国管理传播网(www.manage.org.cn)，2004(10月8日)
[32] 陈志坚．流程再造应该从哪里起步．中国管理传播网(www.manage.org.cn)，2004(10月13日)