【作者】 于涛；

【导师】 章桥新；

【作者基本信息】 武汉理工大学 ， 工业工程， 2008， 硕士

【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。更多还原

【Abstract】 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.更多还原