亚星制药生产管理业务流程优化研究
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摘要
随着社会的不断进步,人们对BPR的认识从盲目追崇发展到理性认知的阶段,BPR的思想被众多学者认可并应用到社会的各个领域。文章将BPR引入制药企业,旨在提高企业的管理水平,在国家对制药行业实行GMP管理环境下,能够迅速解决自己在管理中遇到的问题,提高企业的生产效率,从而提高企业的整体竞争力。
本文以业务流程优化的思想为主线,从亚星制药的发展现状入手,有层次有步骤的识别出企业生产管理业务流程,对识别出的企业业务流程进行量化,采用数据挖掘技术提炼出对实现企业战略目标有重要影响的关键流程作为优化的对象。最后在对企业生产管理中的关键业务流程进行诊断分析的基础上,提出关键流程的优化建议和优化方案。
我国制药企业要想在国际竞争中不被淘汰,必须进行流程优化。文章用尽可能客观科学的分析方法对流程进行选择、诊断和优化,使业务流程的整个优化过程更加有说服力,为亚星制药提供了一种有效的企业生产管理业务流程优化的方法。
With entering to WTO and BEIJING Olympic coming, the tempo of Chinese economical development is fast. The requirement of medicine quality of china become more and more canonical, but the traditional management mode destroys the business processes and decreases the efficiency in our country. Since the issue of Good Manufacturing Practice (GMP), it has become a management standard of medicine manufacturing industry. Enterprises need a lot of people and money as well as do more extra jobs if they product medicine according to GMP.
The medicine manufacturing industry is facing with the disadvantageous situation such as profit decreased, cost increase, fierce competitions and so on. It becomes a basic requirement for the domestic medicine manufacturing enterprises to improve the quality of medicine, reduce the cost of operation and increase the ability f competition, to which the only approach is reforming.
Business process re-engineering (BPR) is the theory which is full of innovation and continuously improved. BPR broke the traditional idea of division of labor, emphasized focusing on business processes and also changed intrinsic management pattern which is based on functional management. At the same time, it provides a kind of new mind, which brings hope and momentum to some enterprises that got into rattrap. In many years, a lot of enterprises optimize and restructure business processes under the guide of BPR, accomplish rush of performance and improve the organizational competence. Business process runs through the whole process of enterprise management. Continuous optimization and improvement of process will become the important thesis of enterprise development.
This paper takes BPR for reference to YAXING medicine manufacturing enterprise to improve its management level, so as to solve the problem happened during the management and improve productivity in the background of GMP.
At first, the paper studies the management structure, business process of YAXING medicine manufacturing enterprise to identify the present production business process of the enterprise step by step. The paper pictures the enterprise with the view of process and describes the relation between the processes and their activities with some charts.
One-of optimization of all the production processes may overstep the capability of enterprise, so we should choose the key business processes before optimization which is the main point of the paper. The choice of the key business processes needs support of scientific data to avoid subjective factor. The paper analyzes the business processes quantitatively with scientific method to obtain the data; sets up an index system, confirms the measure method of the choice of the key process and measures these indexes with the quantificational data as possible; analyzes the data with Data Mining Method to choose the business processes which are important. Finally, the paper ascertains the key business processes with scientific methods and ensures the range of business processes optimization.
Business process optimization designs new processes which are fit for the needs of value-chain with reengineering the process elements. Business process optimization should combine the advanced management thought , IT application state with the key business processes identifying to fix on the best combining-spot between business process and ERP. At the end of the paper, I make a diagnostication on the key business processes which are chose in the former chapters, find out the problems of the processes, optimize the key business processes of production management with the Comprehensive Method based on the business process diagnosing and table the optimizing proposal at the same time. No method can be suitable for all the circumstances. Different countermeasure should be need in different circumstances, even the same method should ameliorate itself to adapt to the changefully society. Process identified, process quantitatively analyzed, the key process confirmed , process diagnosed and process optimized are five steps of business process optimization of YAXING and the theory of BPR was introduced to Chinese medicine manufacturing enterprise in the paper. The thesis also analyzes and optimizes the business processes impersonally with scientific data to improve the persuasion of optimization process and provide a effective method of business process optimization for YAXING.
With business of the medicine manufacturing enterprise developing and Chinese status enhancing continuously, more and more customers and production make the manufacturing industry become a huge institute. For the huge enterprise, the new idea and management is eager to bring, instead of traditional productive management. This paper provides new views and direction for the medicine enterprise, has value of studying and can be used to reference.
Professional process optimization should improve the process according to science-technology and the logical analysis and beforehand preparative to ameliorate behindhand production fashion, rather than take a part for the whole. It can economize material resources as much as possible, keep the advanced enterprise competence and implement the value of the enterprise. Speaking specifically, business process optimization is the objective need to reply to external variational statue. Business Process optimization is changing the world. Our domestic enterprises should adopt new technology and management to nurture enterprises’manage activity,so we should pay attention to the study of business process optimization and other management methods, so as to rich our enterprise management and reform theory-guide system.
本文以业务流程优化的思想为主线,从亚星制药的发展现状入手,有层次有步骤的识别出企业生产管理业务流程,对识别出的企业业务流程进行量化,采用数据挖掘技术提炼出对实现企业战略目标有重要影响的关键流程作为优化的对象。最后在对企业生产管理中的关键业务流程进行诊断分析的基础上,提出关键流程的优化建议和优化方案。
我国制药企业要想在国际竞争中不被淘汰,必须进行流程优化。文章用尽可能客观科学的分析方法对流程进行选择、诊断和优化,使业务流程的整个优化过程更加有说服力,为亚星制药提供了一种有效的企业生产管理业务流程优化的方法。
With entering to WTO and BEIJING Olympic coming, the tempo of Chinese economical development is fast. The requirement of medicine quality of china become more and more canonical, but the traditional management mode destroys the business processes and decreases the efficiency in our country. Since the issue of Good Manufacturing Practice (GMP), it has become a management standard of medicine manufacturing industry. Enterprises need a lot of people and money as well as do more extra jobs if they product medicine according to GMP.
The medicine manufacturing industry is facing with the disadvantageous situation such as profit decreased, cost increase, fierce competitions and so on. It becomes a basic requirement for the domestic medicine manufacturing enterprises to improve the quality of medicine, reduce the cost of operation and increase the ability f competition, to which the only approach is reforming.
Business process re-engineering (BPR) is the theory which is full of innovation and continuously improved. BPR broke the traditional idea of division of labor, emphasized focusing on business processes and also changed intrinsic management pattern which is based on functional management. At the same time, it provides a kind of new mind, which brings hope and momentum to some enterprises that got into rattrap. In many years, a lot of enterprises optimize and restructure business processes under the guide of BPR, accomplish rush of performance and improve the organizational competence. Business process runs through the whole process of enterprise management. Continuous optimization and improvement of process will become the important thesis of enterprise development.
This paper takes BPR for reference to YAXING medicine manufacturing enterprise to improve its management level, so as to solve the problem happened during the management and improve productivity in the background of GMP.
At first, the paper studies the management structure, business process of YAXING medicine manufacturing enterprise to identify the present production business process of the enterprise step by step. The paper pictures the enterprise with the view of process and describes the relation between the processes and their activities with some charts.
One-of optimization of all the production processes may overstep the capability of enterprise, so we should choose the key business processes before optimization which is the main point of the paper. The choice of the key business processes needs support of scientific data to avoid subjective factor. The paper analyzes the business processes quantitatively with scientific method to obtain the data; sets up an index system, confirms the measure method of the choice of the key process and measures these indexes with the quantificational data as possible; analyzes the data with Data Mining Method to choose the business processes which are important. Finally, the paper ascertains the key business processes with scientific methods and ensures the range of business processes optimization.
Business process optimization designs new processes which are fit for the needs of value-chain with reengineering the process elements. Business process optimization should combine the advanced management thought , IT application state with the key business processes identifying to fix on the best combining-spot between business process and ERP. At the end of the paper, I make a diagnostication on the key business processes which are chose in the former chapters, find out the problems of the processes, optimize the key business processes of production management with the Comprehensive Method based on the business process diagnosing and table the optimizing proposal at the same time. No method can be suitable for all the circumstances. Different countermeasure should be need in different circumstances, even the same method should ameliorate itself to adapt to the changefully society. Process identified, process quantitatively analyzed, the key process confirmed , process diagnosed and process optimized are five steps of business process optimization of YAXING and the theory of BPR was introduced to Chinese medicine manufacturing enterprise in the paper. The thesis also analyzes and optimizes the business processes impersonally with scientific data to improve the persuasion of optimization process and provide a effective method of business process optimization for YAXING.
With business of the medicine manufacturing enterprise developing and Chinese status enhancing continuously, more and more customers and production make the manufacturing industry become a huge institute. For the huge enterprise, the new idea and management is eager to bring, instead of traditional productive management. This paper provides new views and direction for the medicine enterprise, has value of studying and can be used to reference.
Professional process optimization should improve the process according to science-technology and the logical analysis and beforehand preparative to ameliorate behindhand production fashion, rather than take a part for the whole. It can economize material resources as much as possible, keep the advanced enterprise competence and implement the value of the enterprise. Speaking specifically, business process optimization is the objective need to reply to external variational statue. Business Process optimization is changing the world. Our domestic enterprises should adopt new technology and management to nurture enterprises’manage activity,so we should pay attention to the study of business process optimization and other management methods, so as to rich our enterprise management and reform theory-guide system.
引文
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[41] 张力 武汉交通科技大学[D] 业务流程再造,2000.4.1
[42] 崔南方 核心业务流程的确定与 BPR 对象的选择 华中理工大学学报,1999 年第 1 期 总第 41 期
[43] Business Process Characterization Catherine A.Lawson Degree Doctor of Philosophy may 2005
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[4] 王晶. 企业业务流程标准化操作[M]. 企业管理出版社,2006.3
[5] 梅绍祖,James T.C Teng. 流程再造--理论、方法和技术[M]. 清华大学出版社,2004.2
[6] 余长国. 业务流程是关键--如何选择再造重点[J]. 经济师,1999 年第 9期
[7] 熊水华. BPR 流程选择与再设计方法研究[J]. 华南理工大学报,25 期
[8] Hammer.Michael & Champy.James. Reengineering the corporation[M] Harper Business , 1993
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[10] 李俊. 基于核心资源观物流企业核心业务流程的识别与设计[J]. 佳木斯大学学报(自然科学版), 2007 年 01 月第 25 卷第 1 期
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[12]Supeatek Sarkera, Allen S. Leeb, “IT-enabled organizational ransformation: a case study of BPR failure at TELECO” , Journal of strategic Information Systems 8 (1999)
[13] Alford,Randall J(2000),The Regenerative Organization, Employment Relations Today
[14] 霍琳. 传统的企业组织结构的弊端与扁平化组织的构建[J].人力资源, 2004年第7期
[15] 李钧. 药品GMP文件化教程[M]. 北京:中国医药科技出版社,2001.3
[16] 郭芬. 论泰勒“时间-动作研究”及其理论的发展 广东经济,2002 年 10月号 总 75 期
[17] Ferguson, David S..Don't call it Time and Motion Study. IIE Solutions, May97, 29 (5):22
[18] 夏欣跃. 时间研究的原理及应用 工业工程与管理,1997 年 2 月第八期 工业工程与管理
[19] 王恩亮.工业工程概论[M] 沈阳:东北大学出版社,1996 年 7 月第 1 版
[20] Anglin.C,Wyss.UP. Review of Arm Motion Analyses, Proceeding of the institution of Mechanical Engineers-Part H-Journal of Engineering in Medicine,Sep2000
[21] Ralph M. Barnes. Motion and time study. New York:Wiley,1980
[22] 李春田.标准化是一项科学活动 北京:中国标准出版社,2000
[23] Miller, Margaret A. . Mastering Measurement.Change, 2005, 37(4) :4
[24] 李春田. 工业工程(IE)及其应用 北京:中国标准出版社,1992
[25] 王东华,王彬. 工业工程基础教程 北京:中国科学文化出版社,2002
[26] Fred E. Meyers. motion and time study:for lean manufacturing. N. J:Prentice Hall, 1999
[27] 宋春立. 工业工程(IE)实践问答 呼和浩特:内蒙古人民出版社,1992
[28] 泰勒著. 科学管理原理[M]. 上海:上海科学技术出版社, 1982
[29] 李永健,李瑾坤,王蕾. 知识作业的动素研究 工业工程,2006 年 9 月 第9 卷第 5 期
[30] LIYongjian. New Explanation about Effect of Response Complexity in Man-machine Operation Interaction Systems[C].Proceedings of ICSDS’02,Beijing: Research Center for Con-temporary Management, Tsinghua. Development and Self-organization, 2002: 166-170.
[31] 5 J.佩帕德,P.罗兰 业务流程再造精要[M] 中信出版社,2003 年 2 月第二版
[32] Benjamin W.Niebel, Andris Freivalds. Methods, standards, and work design.北京:清华大学出版社,2003
[33] 张庆杰、关忠良、王馨迪, 关键业务流程的选择 北方交通大学学报(社会科学版),2002 年 9 月第 1 卷第 1 期
[34] Raymond L M , Steven P R. W hy Reengineering Has Failed[J ]. Management Review , 1995, 84 (7) :113- 120
[35] 甘华鸣. MBA 必修核心课程——业务流程[M ]. 北京:中国国际广播出版社, 2002.
[36] Harrington.H.J., Business Process Improvement.McGraw-Hill lne. New York.NY.1991
[37] 林琦远,黄薇,胡雪渝, 选取关键流程再造 中国卫生事业管理,2004 年第 11 期总 197 期
[38] 王璞. 流程再造[M] 中信出版社,2005 年
[39] 崔岩,曲建华,应纪来. 业务重组实施方法研究 科技摘报开发与经济,2006 年第 16 卷第 21 期
[40] 刘飚. 企业业务流程及核心流程的识别 中南民族大学学报(自然科学版),2005 年 6 月 第 24 卷第 2 期
[41] 张力 武汉交通科技大学[D] 业务流程再造,2000.4.1
[42] 崔南方 核心业务流程的确定与 BPR 对象的选择 华中理工大学学报,1999 年第 1 期 总第 41 期
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