企业业务流程再造效果的评价方法研究
摘要
业务流程再造理论自诞生以来,便受到了学者和企业界的广泛青睐。以至于国内外许多企业都实施了业务流程再造,其中一些企业取得了骄人的成绩,如福特、海尔、柯达等公司。但是,据有关资料表明,50%—70%的BPR项目最终还是未达到预期目的或以失败告终。
研究人员通过研究大量失败的案例发现,再造实施的不当,缺乏合理的、可量化的业务流程评价指标体系及有效的流程再造评价方法,是导致BPR项目失败的部分因素。本文依据业务流程再造理论,对企业实施流程再造,建立其指标体系及效果评价方法,并结合实例检验其指标体系的合理性和评价方法的科学性。其论文的主要内容为:
首先,介绍了国内外有关业务流程再造产生的背景、现状,接着论述了企业业务流程再造的内涵,业务流程再造实施的原则、步骤、方法等。
其次,根据制造企业内部价值链的理念,以采购流程再造效果、生产流程再造效果、财务流程再造效果、营销流程再造效果为指标构造了企业流程再造效果的总体评价指标体系。对这四类指标进一步细分,从而构成了四类各自的评价指标体系,并对每类指标进行详细的分析,为业务流程再造效果的科学评价打下坚实的基础。
最后,通过区间数对传统层次分析法的改进以及平均满意度对模糊评价法的改进,建立了企业流程再造效果的模糊综合评价模型,并通过对公司实例进行研究,证实了该评价方法的科学合理性。
Since its birth of Business Process Reengineering, it was widely favored by the business community and the scholars. So many companies have implemented Business Process Reengineering. Some enterprises have made remarkable achievements, such as Ford, Haier, Kodak company and so on. However, according to relevant data, it shows that 50%-70% of the BPR project ultimately did not achieve the intended purpose, or end in failure.
Through a large number of cases failures, researchers found that improper implementation of the reengineering, the lack of a reasonable and quantifiable business process evaluation indicator system and effective reengineering evaluation ways are the series of factors leading to Business Process Reengineering failure. Based on the theory of BPR in this paper, the reengineering was implemented in enterprises, indicator system and effective reengineering evaluation ways were founded. And the reasonableness of indicator system and the scientific of evaluation ways were tested combining with real example. First of all, the background, present condition and development of BPR were introduced in enterprises at home and abroad. Then the origin, connotation and purpose of BPR were discussed and the principles, steps, methods and technology and so on were put forward in implementation of Business Process Reengineering.
Secondly, in accordance with the idea of the enterprise interior value chain, taking the procurement process reengineering effect, the production process reengineering effect, the financial process reengineering effect and marketing process reengineering effect as indicators, the overall Business Process Reengineering evaluation index system was constructed. Further dividing the four indicators, the four respective evaluation indicators system was founded. And according to detailed analysis of each indicator, a solid foundation was lay for the scientific evaluation of Business Process Reengineering effect.
Finally, according to improve traditional AHP in use of Interval Number and Fuzzy Evaluation in use of Average Satisfaction Level, Fuzzy Comprehensive Evaluation model of BPR was founded. And according to research the company real example, the evaluation way was confirmed to be scientific and reasonable.
研究人员通过研究大量失败的案例发现,再造实施的不当,缺乏合理的、可量化的业务流程评价指标体系及有效的流程再造评价方法,是导致BPR项目失败的部分因素。本文依据业务流程再造理论,对企业实施流程再造,建立其指标体系及效果评价方法,并结合实例检验其指标体系的合理性和评价方法的科学性。其论文的主要内容为:
首先,介绍了国内外有关业务流程再造产生的背景、现状,接着论述了企业业务流程再造的内涵,业务流程再造实施的原则、步骤、方法等。
其次,根据制造企业内部价值链的理念,以采购流程再造效果、生产流程再造效果、财务流程再造效果、营销流程再造效果为指标构造了企业流程再造效果的总体评价指标体系。对这四类指标进一步细分,从而构成了四类各自的评价指标体系,并对每类指标进行详细的分析,为业务流程再造效果的科学评价打下坚实的基础。
最后,通过区间数对传统层次分析法的改进以及平均满意度对模糊评价法的改进,建立了企业流程再造效果的模糊综合评价模型,并通过对公司实例进行研究,证实了该评价方法的科学合理性。
Since its birth of Business Process Reengineering, it was widely favored by the business community and the scholars. So many companies have implemented Business Process Reengineering. Some enterprises have made remarkable achievements, such as Ford, Haier, Kodak company and so on. However, according to relevant data, it shows that 50%-70% of the BPR project ultimately did not achieve the intended purpose, or end in failure.
Through a large number of cases failures, researchers found that improper implementation of the reengineering, the lack of a reasonable and quantifiable business process evaluation indicator system and effective reengineering evaluation ways are the series of factors leading to Business Process Reengineering failure. Based on the theory of BPR in this paper, the reengineering was implemented in enterprises, indicator system and effective reengineering evaluation ways were founded. And the reasonableness of indicator system and the scientific of evaluation ways were tested combining with real example. First of all, the background, present condition and development of BPR were introduced in enterprises at home and abroad. Then the origin, connotation and purpose of BPR were discussed and the principles, steps, methods and technology and so on were put forward in implementation of Business Process Reengineering.
Secondly, in accordance with the idea of the enterprise interior value chain, taking the procurement process reengineering effect, the production process reengineering effect, the financial process reengineering effect and marketing process reengineering effect as indicators, the overall Business Process Reengineering evaluation index system was constructed. Further dividing the four indicators, the four respective evaluation indicators system was founded. And according to detailed analysis of each indicator, a solid foundation was lay for the scientific evaluation of Business Process Reengineering effect.
Finally, according to improve traditional AHP in use of Interval Number and Fuzzy Evaluation in use of Average Satisfaction Level, Fuzzy Comprehensive Evaluation model of BPR was founded. And according to research the company real example, the evaluation way was confirmed to be scientific and reasonable.
引文
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[6]LiuBia.Evaluationindexsystemforbusinessprocesses:J.HuazhongUniv.ofSci.&Tech.(Nature Science Edition),2005,4:112-114
[7]WilliamWrennall.Process Innovation-Reengineering Work through Information Technology[M].Harvard Business School Press,1993
[8]Craig.J.Cantoni.A super methodology for business improvement,Business process management journal,Vol.3,No.1
[9]Mark.M.Klein.Continuous process improvement,Information Week,Aug21,2004
[10]Aymond.L.Manganelli.The integration of business process reengineering and organization development theory:A holistic approach to organizationalchange,phd Boston college,200O
[11]Hans.D.Allender.Business process reengineering,Mountain View,CA,2001
[12]Kettinger.The role of information technology in Business process Reengineering [J]International journal of production economics,1995,50(2):91-104.
[13]A.Gunasekaran,B.Nath.The role of information technology in business process reengineering.International journal of production economics,1997(50):91-104
[14]IIIm,OmarA.EI Sawy,Alexander Hars.Competence and impact of tools for BPR.Information&Management,1999(36):301-311
[15]Martti Launonen,Pekka Kess.Team roles in business process re-engineering. Internationaljournal of production economics,2002(77):205-218
[16]KAltinkemer,A Chaturvedi,S Kondareddy.Business process reengineering and organizational performance:an exploration of issues.International journal of information management,1998(6):381-392
[17]Lynch,R.L.and Cross,K.F.Measure up! The Essential Guide to Measuring Business Performance[M],Mandarin,London.1991
[18]Valery Kanevsky,Thomas J.Housel.Value-Based Business Process Reengineering:An Objective Approach to Value Added,2001,6
[19]Housel,T.,Bell,A.,& Kanevsky,V.Calculating the Value of Reengineering at Pacific Bell.Planning Review,1994,(January-February):40-43
[20]Bond,B.M.,Supply Chain Design and Analysis:Models and Methods,International Journal of Production Economics,1998,Vol.55:281-294
[21]Driva,H.and Pawar,K.S.Overview of PACE from Conceptual Model to Implementation Methodology.A Practical Approach to Concurrent Enginering.Proceedings of the European Workshop heldat Marinha Grande,Portugal,15th May 1997.13-25.
[22]I.P.Tatsiopoulos,N.A.Panayiotou.A Modeling and Evaluation Methodology for E-Commerce enabled BPR.Computers in Industry,Amsterdam,2002,49(1):107-110
[23]Davenport,T.H.,Short.J.E.The new industrial engineering:Information technology and business process redesign.Sloan Management Review,1990(31):11-27
[24]Hee-Woong Kim.Dynamic Process Modeling for BPR:A computerized simulation approach.Information & management,2002(32):1-13
[25]庄莉.对“企业再造”的再评价.经济理论与经济管理,1996(5):30-33
[26]高曦等.企业流程再造实证研究.现代管理科学,2005(6):28-30
[27]李鹏辉.论企业业务流程再造.现代商业,2007(24):70-71
[28]孙衍林.论供应链管理与业务流程再造的关系.生产力研究,2007(3):138-140
[29]张洪泉.业务流程再造之我见.商场现代化.2007.5:87-88
[30]刘力卓.信息技术在业务流程再造中的应用.工业工程与管理,2004(3)74-77
[31]胡耀光等.基于企业价值链分析的业务流程再造方法.航空制造技术,2003(8):55-59
[32]饶艳超.从ERP实施的角度看企业业务流程重组的重要性.上海会计,01(3):44-45
[33]王淼等.海尔市场链与业务流程再造.企业活力,2001(8):16-17
[34]郭东强.基于信息技术的BPR和ERP关系研究.当代财经,2000(6):53-570
[35]崔金红等.面向企业流程再造的工作流建模.中国管理科学,2001.10:44-50
[36]苏慧文.海尔管理变革:市场链与业务流程再造.南开管理评论,2001(1):120-112
[37]张云波等.中小企业流程再造实施效果定量分析.运筹与管理,2001.9:119-124
[38]张新力、闰岩等.企业流程再造与作业成本制度.中国乡镇企业会计,2006.6:11-12
[39]张人千、魏法杰等.企业业务流程再造中的作业成本分析.工业工程,2000(12).15-19
[40]赵前.企业业务流程再造的最优博弈均衡解.山东轻工业学院学报,07.9:92-102
[41]林健,张国刚.运用作业管理思想重构企业流程的实证研究.长沙铁道学院学报,2001,19(4):41-46
[42]杨扬等.业务流程质量的评价方法.西北大学学报(自然科学版),2003,10:531-534
[43]Adam.Smith.The Wealth of Nations.Harvard Business School Press,2005.10
[44]孙耀君主编.西方管理学名著提要.江西:江西人民出版社,1999.3
[45]Forrester J W.A new corporate design.Industrial Management Review,1965,7(1):5-17
[46]彭志华译.创新与企业家精神.海南:海南出版社出版,1998.8
[47](美)佩帕得,罗兰.业务流程再造.高俊山译.北京:中信出版社,1999
[48](美)达夫特.组织理论与设计精要.李维安等译.北京:机械工业出版社,1999
[49]蒋志青.企业业务流程设计与管理.北京:电子工业出版社,2004
[50]王凤彬、李东.《管理学》.北京:中国人民大学出版社,2000.12
[51]Michael E.Porter.Competitive Advantage.Harvard Business Review.1985
[52]蔡莉,付灵钧等.企业研究开发流程再造的效果评价.吉林工业大学自然科学学报,2001.1:39-42
[53]胡亮.基于模糊评价法的军队采购服务质量评价研究.物流技术,2007(11):225-227
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