流程管理模式在中小企业管理实践中的应用研究
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摘要
随着中国市场经济体制的纵深发展及全球经济一体化的加剧,国内电线电缆行业的竞争也日趋激烈。特别是在特种电线电缆行业,在原材料受制于国际市场的情况下,作为民营中小企业产品的利润越来越低,生存与发展的空间也逾显狭窄。因此,如何提高产品质量、降低成本、缩短响应时间、增强对客户服务的能力、以至于逐步培养和建立起公司的核心竞争力,就成为摆在公司管理者面前亟待解决的问题。
面对众多影响公司发展的因素和复杂多变的外部环境,对要在夹缝中求得生存的中小民营企业来说,如何通过对内部管理流程进行合理的优化来提高效率、降低成本,进而提高企业的竞争能力,最大限度的满足客户的需要,是一个值得深入研究的问题。
本文由作者根据流程管理的相关理论,在结合十余年工作经历的基础上,根据TFL公司目前存在的管理问题予以论述。以订单执行流程为例,通过对公司现有流程价值链的分析,按照提出问题、分析问题、解决问题及对方案进行评价的思路对论述了公司流程管理工作从计划准备、流程实施、效果评价等方面进行了较详尽的论述。
通过流程管理在企业中的实际应用,作者提出对企业进行从职能式的管理模式向流程式管理模式的转变,需要对管理的方方面面都进行适合企业需要的调整,但最重要的是人的观念和操作方式的转变,因此构建一套以流程管理为中心的,对员工行为激励作用的薪酬及考核体系是巩固流程执行效果,提高公司的竞争实力,持续满足顾客需求的制度保证。
本文通过对流程管理模式在特种电线行业的中小民营企业中应用的探讨,作者希望对其它企业也具有一定的适用性和参考价值。
With the development of China's market economic system in depth and the global economy integration intensification, the competition of domestic electrical wire and cable industry is also becoming increasingly fierce. Especially in special cable industry, restricted by the international market in raw material, the small and medium-sized private enterprise produces as much as lower profits. The survival and development space are also becoming narrow. Therefore, how to improve product quality, reduce cost, shorten the response time, enhance the ability of customer service, gradually cultivating and building the core competitiveness of the company, becomes a problem for the company managers to solve.
Facing so many factors that affect the development of the company under the complex external environment, small and medium-sized private enterprises needs a study in depth to survive in the cracks, to make reasonable internal management processes to improve the optimization efficiency, reduce costs, thereby increase the competitiveness of enterprises, and satisfy customer requirements.
Based on the theory of process management and together with author's working experience in a decade or so, the paper took the TFL company's management problems as to be discussed. Considering the order fulfillment process as an example, it analyzed the company's existing processes through the value chain. According to the procedure of questions asking, problems analysis and solving, and evaluation of the program, it discussed the idea of the process management of company from planning to preparation, process implementation, evaluation, and other aspects in more detailed.
Through the process management in enterprise's actual application, it proposed the functions of the enterprise-style management mode to be changed to process management mode, which needs for all aspects of management of the company to be fit and adjusted, but the most important is the change of people's concepts and practices method. Therefore, constructing a set of process management as the center, staff remuneration and incentive behavior evaluation system is to consolidate the effects of process execution and improve the competitiveness of the company, continuing the system of guarantees to meet customer needs.
The paper applied the process management model in the small and medium-sized private enterprises of special cable industry. It hopes the process management method for other companies also with some applicability and reference value.
面对众多影响公司发展的因素和复杂多变的外部环境,对要在夹缝中求得生存的中小民营企业来说,如何通过对内部管理流程进行合理的优化来提高效率、降低成本,进而提高企业的竞争能力,最大限度的满足客户的需要,是一个值得深入研究的问题。
本文由作者根据流程管理的相关理论,在结合十余年工作经历的基础上,根据TFL公司目前存在的管理问题予以论述。以订单执行流程为例,通过对公司现有流程价值链的分析,按照提出问题、分析问题、解决问题及对方案进行评价的思路对论述了公司流程管理工作从计划准备、流程实施、效果评价等方面进行了较详尽的论述。
通过流程管理在企业中的实际应用,作者提出对企业进行从职能式的管理模式向流程式管理模式的转变,需要对管理的方方面面都进行适合企业需要的调整,但最重要的是人的观念和操作方式的转变,因此构建一套以流程管理为中心的,对员工行为激励作用的薪酬及考核体系是巩固流程执行效果,提高公司的竞争实力,持续满足顾客需求的制度保证。
本文通过对流程管理模式在特种电线行业的中小民营企业中应用的探讨,作者希望对其它企业也具有一定的适用性和参考价值。
With the development of China's market economic system in depth and the global economy integration intensification, the competition of domestic electrical wire and cable industry is also becoming increasingly fierce. Especially in special cable industry, restricted by the international market in raw material, the small and medium-sized private enterprise produces as much as lower profits. The survival and development space are also becoming narrow. Therefore, how to improve product quality, reduce cost, shorten the response time, enhance the ability of customer service, gradually cultivating and building the core competitiveness of the company, becomes a problem for the company managers to solve.
Facing so many factors that affect the development of the company under the complex external environment, small and medium-sized private enterprises needs a study in depth to survive in the cracks, to make reasonable internal management processes to improve the optimization efficiency, reduce costs, thereby increase the competitiveness of enterprises, and satisfy customer requirements.
Based on the theory of process management and together with author's working experience in a decade or so, the paper took the TFL company's management problems as to be discussed. Considering the order fulfillment process as an example, it analyzed the company's existing processes through the value chain. According to the procedure of questions asking, problems analysis and solving, and evaluation of the program, it discussed the idea of the process management of company from planning to preparation, process implementation, evaluation, and other aspects in more detailed.
Through the process management in enterprise's actual application, it proposed the functions of the enterprise-style management mode to be changed to process management mode, which needs for all aspects of management of the company to be fit and adjusted, but the most important is the change of people's concepts and practices method. Therefore, constructing a set of process management as the center, staff remuneration and incentive behavior evaluation system is to consolidate the effects of process execution and improve the competitiveness of the company, continuing the system of guarantees to meet customer needs.
The paper applied the process management model in the small and medium-sized private enterprises of special cable industry. It hopes the process management method for other companies also with some applicability and reference value.
引文
[1][美]D·A·雷恩著,管理思想的演变[M].北京：中国社会科学出版社,1995
[2][美]E.梅奥著.工业文明的人类问题[M].北京：中国社会科学出版社,1994
[3][美]F.泰罗著著.马风才译.科学管理原理[M].北京：机械工业出版社2006
[4]H.詹姆斯.哈林顿著.于增彪等译.业务流程改进—全面质量管理、生产力和竞争力的突破性战略[M].北京：中国财政经济出版社,2002
[5][美]Michael Hammer, James A. Champy著,王珊珊等译.企业再造：企业革命的宣言书[M].上海：上海译文出版社,2007
[6][美]Michael Hammer. Beyond Reengineering[M]. New York, HarperCollinsBusiness,1996
[7][美]Michael H.porter. How Competitive Forces Shape Strategy[J]. Harvard Business Review,2008年(2)：79-91
[8]AMT咨询机构.流程管理在中国之一昨天、今天、明天白皮书[J],2009
[9]陈立云.金国华编著跟我们做流程管理[M].北京：北京大学出版社,2010
[10]陈荣秋马士华编著.生产运作管理(第三版)[M].北京：机械工业出版社,2009
[11]戴默锋,周培栋.流程优化那点事[M].北京：机械工业出版社,2010
[12]GB/T 19000-2008质量管理体系基础和术语[M].北京：中国标准出版社,2009
[13]葛星黄鹏著.流程管理理论设计工具实践[M].北京：清华大学出版社,2008
[14]国家经济贸易委员会.国家发展计划委员会.财政部.国家统计局.中华人民共和国中小企业促进法[J]2003年2月19日
[15]郭忠金.基于企业生命周期和流程复杂度的流程变革方法研究《科技管理研究》[J]2010年(17)
[16][美]海斯等著.朱润萍,冯丁妮,田巧智译.追求竞争优势：运营、战略与技术[M].大连：东北财经大学出版社,2010
[17]李宗民杨志辉.ERP实施中的治理变革风险的控制[EB/OL]. http://www.chinabaike.com/z/xinxihua/261367.html
[18][美] 理查德·科克 .帕累托80/20效率法则[M/CD].http://www.chnxp.com.cn/soft/down-18444.html
[19]林民.GNR中国公司运营流程管理应用研究——基于流程再造和价值链理论的基础[D].硕士学位论文,厦门大学,2009
[20][美]迈克尔.波特著,陈小悦译.竞争战略Competitive Strategy[M].北京：华夏出版社,2005
[21]梅绍祖,[美]James.T.C.Teng著.流程再造—理论、方法和技术[M].北京：清华大学出版社,2004
[22]王红超.2010'中国(陕西)非公有制经济发展论坛.城市经济导报[J]2010年9月25日
[23]王燕楠.我国中小企业的发展现状讨论[J]现代经济信息,2010年(2)
[24]王玉荣.流程管理(第一版)[M].北京：机械工业出版社,2002
[25]王玉荣.彭辉 著流程管理(第三版)[M].北京：北京大学出版社,2008
[26][英]亚当·斯密 著.杨敬年译.国富论(上下)[M].西安：陕西人民出版社,2006
[27]杨建新.新产品开发流程再造的研究(一)[J/OL]. http://www.uml.org.cn/DevProcess/200908075.asp
[28][美]伊查克.爱迪斯著,赵睿译.企业生命周期[M].北京：华夏出版社2004
[29]中国市场情报中心.2011-2015年中国耐高温铁氟龙电线电缆行业市场趋势与投资战略发展报告[J]2010年11月1日
[2][美]E.梅奥著.工业文明的人类问题[M].北京：中国社会科学出版社,1994
[3][美]F.泰罗著著.马风才译.科学管理原理[M].北京：机械工业出版社2006
[4]H.詹姆斯.哈林顿著.于增彪等译.业务流程改进—全面质量管理、生产力和竞争力的突破性战略[M].北京：中国财政经济出版社,2002
[5][美]Michael Hammer, James A. Champy著,王珊珊等译.企业再造：企业革命的宣言书[M].上海：上海译文出版社,2007
[6][美]Michael Hammer. Beyond Reengineering[M]. New York, HarperCollinsBusiness,1996
[7][美]Michael H.porter. How Competitive Forces Shape Strategy[J]. Harvard Business Review,2008年(2)：79-91
[8]AMT咨询机构.流程管理在中国之一昨天、今天、明天白皮书[J],2009
[9]陈立云.金国华编著跟我们做流程管理[M].北京：北京大学出版社,2010
[10]陈荣秋马士华编著.生产运作管理(第三版)[M].北京：机械工业出版社,2009
[11]戴默锋,周培栋.流程优化那点事[M].北京：机械工业出版社,2010
[12]GB/T 19000-2008质量管理体系基础和术语[M].北京：中国标准出版社,2009
[13]葛星黄鹏著.流程管理理论设计工具实践[M].北京：清华大学出版社,2008
[14]国家经济贸易委员会.国家发展计划委员会.财政部.国家统计局.中华人民共和国中小企业促进法[J]2003年2月19日
[15]郭忠金.基于企业生命周期和流程复杂度的流程变革方法研究《科技管理研究》[J]2010年(17)
[16][美]海斯等著.朱润萍,冯丁妮,田巧智译.追求竞争优势：运营、战略与技术[M].大连：东北财经大学出版社,2010
[17]李宗民杨志辉.ERP实施中的治理变革风险的控制[EB/OL]. http://www.chinabaike.com/z/xinxihua/261367.html
[18][美] 理查德·科克 .帕累托80/20效率法则[M/CD].http://www.chnxp.com.cn/soft/down-18444.html
[19]林民.GNR中国公司运营流程管理应用研究——基于流程再造和价值链理论的基础[D].硕士学位论文,厦门大学,2009
[20][美]迈克尔.波特著,陈小悦译.竞争战略Competitive Strategy[M].北京：华夏出版社,2005
[21]梅绍祖,[美]James.T.C.Teng著.流程再造—理论、方法和技术[M].北京：清华大学出版社,2004
[22]王红超.2010'中国(陕西)非公有制经济发展论坛.城市经济导报[J]2010年9月25日
[23]王燕楠.我国中小企业的发展现状讨论[J]现代经济信息,2010年(2)
[24]王玉荣.流程管理(第一版)[M].北京：机械工业出版社,2002
[25]王玉荣.彭辉 著流程管理(第三版)[M].北京：北京大学出版社,2008
[26][英]亚当·斯密 著.杨敬年译.国富论(上下)[M].西安：陕西人民出版社,2006
[27]杨建新.新产品开发流程再造的研究(一)[J/OL]. http://www.uml.org.cn/DevProcess/200908075.asp
[28][美]伊查克.爱迪斯著,赵睿译.企业生命周期[M].北京：华夏出版社2004
[29]中国市场情报中心.2011-2015年中国耐高温铁氟龙电线电缆行业市场趋势与投资战略发展报告[J]2010年11月1日