2. Application of performance improvement measures.
3. Pay attention to broader, more basic and more comprehensive business processes.
4. Emphasize teamwork.
5. Transform the values of enterprises.
6. Promotion of senior managers
7. Reducing business process reengineering at the decision-making level in an organization can create optimized business processes for enterprises and enhance their core competitiveness. In the process of business process reengineering, the focus is to eliminate the non-value-added activities in the value transfer chain and adjust the core value-added activities. The principles to be followed here are as follows.
Non-value-added activities, such as overproduction or oversupply, waiting time, transportation, transfer and movement, processing links in the process of non-value-added or out of control, inventory and documents, defects, failures and rework, repetitive tasks, information format rearrangement or transfer, mediation, inspection, monitoring and control, etc. Should be discovered and eliminated.
After eliminating unnecessary activities as much as possible, we should simplify the remaining necessary activities, such as procedures and processes, communication processes, technical analysis processes and problem area setting processes.
Simplified tasks need to be further integrated to make them smooth, coherent and meet the needs of customers. For example, an employee undertakes a series of tasks independently in order to realize the overall service of single point contact oriented to orders. In order to meet the needs of customers with high efficiency and high quality, a team was formed to undertake a series of tasks that individual members could not undertake; Integrate the resources of customers and suppliers, etc.
On the basis of clarifying, simplifying and integrating processes and tasks, we should make full use of and develop the powerful functions of information technology to realize automation aimed at accelerating processes and improving the accuracy of customer service.
Usually, the reorganized business process will present the following characteristics: flat organization, decentralized decision-making power or repositioning; Audit and control have been significantly reduced; Cancel the work link of the assembly line; Synchronous work replaces sequential work; Work style of generalist or project leader; Managers' job responsibilities are transformed into guidance, help and support. In the process of internal business process reengineering, the basic principles of process improvement are as follows: 1. Eliminate waste; 2. Reduce waste; 3. Simplify the process; 4. If necessary, the process steps can be combined; 5. Design a process with optional paths; 6. Think in parallel; 7. Collect data at the data source; 8. Apply information technology to improve the process; 9. Let users participate in process reengineering. The most important one is "simplifying the process".
The method to be followed is:
1. Organize around results rather than actions.
2. Pay attention to the systematic thought of the optimal overall process.
3, the information processing work into practical work to produce this kind of information.
4. Integrate scattered resources into one.
5. Links work in parallel, not just their output.
6. Make decision points at the place where the work is performed, and establish control procedures in the business process.
In the actual operation process, we should also pay attention to the following points:
1, establish a flat organization.
2. Before applying the new technology, a feasibility experiment should be carried out.
3. Redesign must estimate the personal needs of the affected personnel, and all parties must be invited to participate in the design change plan.
4. The reconstruction project should achieve initial results within 12 months. Only by strengthening the strategic position of enterprises can business process reengineering be truly implemented. Therefore, before business process reengineering, it is extremely important to clarify the business strategy of the enterprise. Some strategic factors that need to implement business process reengineering are:
1. Recognize that competitors have advantages in cost, speed, flexibility, quality and service.
2. Strategies needed to improve operational capacity.
3. Re-evaluate the necessity of strategic choice: entering new markets or repositioning products and services.
4. The core operating processes are based on outdated business assumptions or technologies.
5. It seems that the strategic goal of the enterprise can't be achieved.
6. New changes have taken place in the market. If the market share needs to be expanded, new competitors will emerge. When the above factors appear in enterprises, business process reengineering will be implemented more effectively. "Reengineering" has been highly valued by European and American enterprises, so it has been rapidly promoted, bringing remarkable economic benefits and a large number of successful examples have emerged. In the early stage of 1994, CSCIndex Company (strategic management consulting company) conducted a sample survey of 62 1 large companies in North America and Europe. The survey results show that 69% of 497 companies in North America and 75% of 24 companies in Europe/KLOC-0 have implemented one or more reengineering projects, and the remaining half are also considering such projects. AmericanExpress (an American credit card company) reduces its expenses by more than $654.38+0 billion annually through restructuring. Through reengineering, the semiconductor department of Texas Instruments has shortened the cycle time of IC order processing program by more than half, changed customer satisfaction, changed from the worst to the best, and made the enterprise gain unprecedented benefits. While enterprise reengineering is successful, other scholars are also seriously discussing the reasons for its high failure rate in enterprise implementation. Everyone thinks that the problems that are easy to appear in the implementation of enterprise reengineering theory are:
(1) BPR does not consider the overall business strategy of the enterprise.
(2) Ignore the linkage between work processes.
③ The relationship between business process design and management process is not considered.
Generally speaking, the theory of enterprise reengineering conforms to the need of creating new vitality through change, which makes more and more scholars join the research of process reengineering. Some management scholars have developed a new method called "MTP", that is, process management, by studying a large number of examples of process reengineering and aiming at the theoretical defects of reengineering. Its content is to take the process as the basic control unit, systematically manage the planning, design, construction, operation, regulation and other links of the process according to the requirements of the enterprise's business strategy, and comprehensively consider the mutual configuration relationship between various operational processes and their adaptation to the management process. It can be said that "MTP" is the expansion and deepening of reengineering project, which makes all the processes of enterprise business activities under unified command and comprehensive coordination. Therefore, as a new management theory and method, enterprise reengineering is still developing.
situation
From 1999, Haier began to carry out process reengineering and implement "concurrent engineering", which made Haier "MGM" color TV play a beautiful speed war in product design. According to the original development procedure, it takes 6 months from design to overall listing. According to the fastest product development procedure in the world, it takes three months, while Haier's MGM color TV only took two months.