会员注册 | 登录 | 微信快捷登录 支付宝快捷登录 QQ登录 微博登录 | 帮助中心 人人文库renrendoc.com美如初恋!
站内搜索 百度文库

热门搜索: 直缝焊接机 矿井提升机 循环球式转向器图纸 机器人手爪发展史 管道机器人dwg 动平衡试验台设计

   首页 人人文库网 > 资源分类 > PDF文档下载

外文翻译---中小型企业基于功能驱动的商业程序管理 英文.pdf

  • 资源星级:
  • 资源大小:249.39KB   全文页数:6页
  • 资源格式: PDF        下载权限:注册会员/VIP会员
您还没有登陆,请先登录。登陆后即可下载此文档。
  合作网站登录: 微信快捷登录 支付宝快捷登录   QQ登录   微博登录
友情提示
2:本站资源不支持迅雷下载,请使用浏览器直接下载(不支持QQ浏览器)
3:本站资源下载后的文档和图纸-无水印,预览文档经过压缩,下载后原文更清晰   

外文翻译---中小型企业基于功能驱动的商业程序管理 英文.pdf

CHINESEJOURNALOFMECHANICALENGINEERINGVo1.17,No.4,2004565TangHongtaoTangRenzhongInstituteofManufacturingEngineering,ZhejiangUniversity,Hangzhou310027.ChinaOINTRoDUCTIoNPERFORMANCE.DRIVENBUSINESSPROCESSMANAGEMENTMETHODOLOGYFORSMALLANDMEDIUMSIZED.ENTERPRISES水AbstractBasedontheanalysisofthecommonlimitationsofbusinessprocessmanagementBPMmethodologiesandtherequirementsofsmallandmediumsized.enterprisesSMEs.theimportanceofaperformanceconstructofBPMmethodologiesisidentified.asixphaseperformance.drivenBPMmethodologyfortheproductionandoperationprocessesofChineseSMEsisdeveloped.Acasestudyontheprocessmanagementofamedium.sizedenterpriseshowsasuccessfu1exampleofrunningthemethodology.KeywordsBusinessprocessmanagementProcessmanagementmethodologyProcessperformancePerformancedrivenSmallandmediumsizedenterprisesManycompaniestodayhavecometorealizethatbusinessprocessmanagemeritBPMisancitectiveandcomprehensivemeanstoimprovetheperformanceofbusinessprocessesL.BPMisacustomerfocusedapproach.Itstressessystematicanalysis,optimization,control,measurement,andmanagementofallcompanyprocessestoimprovethecompanyperformancethroughcrossfunctionalteamworkandemployeeempowerment.BPMisabroadtermthatcoversavastarrayofdifferentorganizationalstrategiesfrommcremenmlcontinuousimprovementCItotheradicalreengineeringofthebusinessprocesses.characterizedbybusinessprocessreengineeringBPR1.However,thereisagrow.ingbOdyofevidencethatindicatesthatneitheroftheseap.proachesoffersahighdegreeofsuccess.Partofthereasonisthelackofanoperablemethodologytonavigatetheimplementation.Areviewoftheliteraturewouldfindsignificantamountofbusinessprocessmanagementm,ethodologieshavebeenproposed.Forexample.Kettinger,etalL.proposeda6stageBPRmethod.ology,Poveyproposeda14stepbestpracticeBPImethodology,Melnyk,etal【,proposedallstepvaluedrivenprocessmanagementprocess,Elzinga,etalproposeda.6stepbusinessprocessmanagementmethodology,Harringtonojproposedaprocessbreakthroughmethodology.DavenportLproposedaprocessiunovationmethodology.etc.Butananalysisofthesemethodologiessuggeststhatmostofthempursueasimilarpathandexhibitcommonalitiesinkeyareas.Almostalloftheabovemethodologiesarenonsystematic.Theiremphasisstresseshandsonexperienceandcasestudiesratherthancomprehensiveresearch.Thelimitationsofexistingmethodologiescanbesummariz酣asfoliows810.一1Exclusionofaperformancemeasurement.Mostofthemethodologiesstopattheimplementationphase.Managersdontknowwhether,andtowhatextent,thenewprocessesarebetterthantheoldones.2Universalnature.Itisextremelydifficult,ifnotimpos.sible。toproduceageneralmethodologyforallkindsofprocessesinallkindsofcompanies.Butmanyproposedmethodologiesdojustthat.Thcyarenothingmorethangeneralguidelinesattemptingtocovertheneedsofallorganizations.3Specialistsoriented.Manymethodologiesarespecia1.istsdriven.However,thepeoplewhowanttoCalTyoutBPMinThisprojectissupportedbyNona1NaturalScienceFoundationofChinsNo.70071029andProvincialScienceandTechn0logyPlanofZhejiang,ChinaOqo.O11106241.ReceivedAugust26,20o3receivedinrevisedformJune15,2004acceptedJune23,2004theircompanyarethetruecustomers.4Largecompanyoriented.Methodologiestodayassumealargecompanysettingwithlarge.scaleresourcesdedicatedtobnngingaboutlarge。scalereengmeenngchanges.ThisPaperthen,proposesaperformance.drivenBPMmeth.odologywitllfoellsontheproductionandoperationprocessesofsmallandmediumsizedenterprisesSMEs.ThisnewfoCHSwillalleviatemanyoftheaforementionedlimitations.1CHARACTEIUSTICSoFSMES、I,ITHTHENEWMETHoDoLoGY1.1CharacteristicsofSMEsTherearespecialcharacteristicsinproductionandoperationprocessesofChineseSMEswhichmayresultinsomeproblemsatleastinthefollowingfivedifierentareaswhenatraditionalBPMisappliedtoSMEs.1Managementperspective.TherearebothsupportiveandunsupportivemanagementpracticesforBPMimplementation.ManagementpracticeswhichsupporttheapplicationofBPMincludeshortmanagementradius,highcohesion,timelydeci.sionmaking,rapidimplementationofdecisionsandchangeintheenterprise,etc.ThepracticesthatdonotsupportBPMareunsci.entitlemanagementmethod,nonstandardmanagementsystem,randomicityineverydaymanagementissues,etc.TheseunsupportivemanagementpracticespreventtheacceptanceandimplementationofBPMinSMEs.2Organizationalstructureperspective.OrganizationalgridsofSMEsaregenerallysimple.andwithlessadministrativelevels.Therefore,managerscancarryouttheirdailyactivitieswithfewerinterruptionwhichmakestheBPMimplementationmoreconven.ientLJ.However,theunstabledepartmentrelationsandambigu.PUSdivisionofpowerinSMEsarenegativetotheimplementationofBPM.3Leadershipperspective.TheleadersofSMEsusuallykeepabsolutecontroloftheenterprisetJ.Thatmeansleadersusuallyrejectanychangethatendangertheirsovereignty.ButthissovereigntyisahugepowersupportneededtopropeltheimplementationofBPM.4Resourceperspective.SMEscannotaffordalargenumberofpeople,onafulltimebasis,toworkonaBPMproject.ItwouldhindertheSMEsabilitytooperate.Thereforeaconsultantisneeded.However,alargeconsultancyfeecanalsobeagreatburdenforSMEs.AddedtoaconsultantsfeeisITfees.BPMprojectsusuallyuseadvancedITtofacilitateoptimizationandimprovementofbusinessprocess.ThesehugeITfeesareusuallydifficultformanyoftheSMEs.5BPMresultperspective.Comparedtolargeenterprises,.566TangH。ngtao,etalperformancedrivenbusinessprocessmanagementmethodologyforsmallandmediumsizedenterprisesSMEsusuallyseekmoreshorttermprofitsthanlongtermpro/itsHowever,therealesomelongtermprofitexpectations.Theretbre,thenewmethodologywillneedtobalanteshorttermandlongtermprofitobjectives.AlloftheselimitationsandproblemsshowthatcurrentBPMmethodologiesarenotsuitableforSMEs.SMEsneedadifferentspeciallydesignedBPMmethodology.1.2SuggestedBPMmethodologyAreviewandstudyoftheliteraturesofbusinessprocessmanagementmethodologiesalongwiththeaboveanalysisofcharacteristicsofSMEssuggeststhataBPMmethodologyforSMEshouldbeasfollows.f1Pursuepracticabilityandmaneuverability.BedevelopedformanagersandpeoplewhowanttocarryoutBPMprojectsthemselvesintheircompany.2Emphasizetheimportanceofperformancemeasurement.Themethodology,ononehand,shouldembodyenterprisesstrategythroughperformancemeasurestodotherightthing,andontheotherhand,tomonitorandcontrolthroughfeedbackthebusinessprocesses3Balanceshorttermandlongtermrewardsofaproject.4BesupportedbyanintegratedsoRwaresupportsystemthatcannavigatetheBPMprojectimplementationandprovidenecessarytools.13WhvperformancedrivenEnterpriseschangetheirbusinessprocessesforsurvivalandsustainingcompetitiveness.Afirmnotonlyneedstosatisfytheircustomers,butalsoneedstosatisfytheirshareholders,theiremployees,governmentandthesociety.Excellentperformanceisasyntheticalembodimentbyallcustomersandstakeholders.Inthisnewproposedmethodology,perf0rmaIlcedrivenisemphasizedforthefollowingreasons.1BPMisdefinedasastructuredapproachtoperformanceimprovement【andaninitiativetoimproveandredesignbusinessprocessestoachievecompetitiveadvantageinperformanceL.Therefore.pursuingperformanceisthepurposeofBPMandthemissionofaBPMprogram.2PerformanceistheultimatedriverforBPM.Armistead,eta1.arguesthatthedriversforadoptingBPMaleglobalizationtechnologychangeregulation血eactionofstakeholdersandtheerodingofbusinessboundariestlS.Acommoncorethoughtunderlyingthesedriversisthattheorganizationsabilitytoattractandmaintainexcellentperformanceisthreatened.T}listhreat.therefore,motivatestheenterprisestotakestepstoinsureexcellentperformance.3BPMshouldbeali鲷edwithstrategyconsensus.BusinessprocessperformancemeasUleSafeaneffectivemediumtotranslateenterprisestrategyintoprocessactions.4FallingtorecognizetheimportanceofperformancemeasurementisamaJ,nreasonforthehighfailurerateofBPRproject.2PERFoRMANCE.DRⅣENBPMMETHoDoL.oGYIngeneral,thetaskssuchasmapping,analyzing,redesign,andimplementingareinchdedinBPMmethodologics.Intheproposedperformancedrivenmethodology,threenewtaskswithconcernsofperformancemeasurementareadded.Theyareasfollows1Stakeholderexpectationandenterprisestrategywhicharetrailslatedintoasetofdetailedperformancemeasuresandtheirtargetvaluestasks7。8,16inTable1.Currentperformanceofthetargetprocessismeasuredasthebaselineoftheimprovementtask9.m1le1.Thenewprocessismeasuredtask19inTable1.Newprocessperformanceisthecriteriontoiudgewhethertheobiectivesoftheprojecthavebeenachieved.2.1PrepareThereareanumberofpreparationtasksthatareneededtohelptheBPMprojectSsuccess.Themostimportanttaskistoinsuretopmanagementssupport.Thecommitmentandsupportfromtopmanagersisparticularlyneededwhenacompanyisinstallingmorecomplexprocessinnovationmodels.Thatis,theTable1PerformancedrivenBPMmethodologyanditstechniquesBuildabusin.7IdentifyprocessstakehoIdersStakehoIdersidentifyessprocessofthetargetprocessand也eiringandclassifyingperformancerequirementstechniques,surveymeasurement,8EsmbfishprocessProcessperformancesystemperformancemeasuresmcasurlelicitingtec_andsettargetvalueshniques,benchmarking9MeasurethetargetprocessProcessperformancecurrentperformancemeasurementtechniqUesRedesignthe12Tfanslatethes切eb0lderstargetprocessrequirementsintoprocessdesignoptionsQFD13DesigntheprocessIDEFo,IDEF3alternatives14Analyzethecost/benefit/riskSimulationCost/beneofthealternativesfit/riskanalysis15SelectonealternativeasIDEFo,IDEF3prototypeofnewprocessanddesignitindetail16Reviscprocessperformancemeasuresand也eirtargetvaluesProcessperformancemeasureselicitingtechniques,benchmarkingenterpriseisbeingreengineeredwithneworganizationstructures,newcomputersystems,andnewbusinessprocesses.Thevision,mission,andstrategYshouldbediscussedandclarifiedwithtopmanagement.Additionally,theprojectscopeshouldbeclarified.Nextanumberofpreparationtasksshouldbeperformedunderthecommitmentoftopmanagers,includingbuildingandtrainingtheBPMteam,identifyingtargetprocess,anddevelopingascheduleforshortandlongtermactivities.TheBPMteamisagroupselectedbytopmanagerswhotakesresponsibilityforthewholeimprovementprogram.Theteamshouldincludeadiversityofpeopleandskills.Forexample.thepeoplewhounderstandandactivelyusethecurrentprocesses,andthosewhoworkcloselywithcustomers.Thebestsizeteamrangesfrom312memberst.ThefirsttaskoftheteamistoclarifytheobjectivesoftheBPM,andbasedontheseobjectives.identifyonetargetprocess.OneprocessisselectedbecausefewSMEs.havetheresourcesavailabletodeployananalysisanddoanimprovementOfaI】Oftheirbusinessprocessesatthesarlletime.Eachprocessintheenterpriseneedstobeassessedseparatelytodecidewhichofthemneedsimprovement,andinwhatsequence也eymustbeaddressed.Asimplemethodofidentifyingprocesseswhichmaybeinneedofimprovementistodoaperformance/importancematrixanalY568TangHongtao,etalPerformancedrivenbusinessprocessmanagementmethodologyforsmallandmediumsizedenterprisesHNisprofitablebutconfrontedbjtvyaanndumberofcomplaintsm。feamsueredsi.衢Tcuheltyrea.sonth.ato.nly..two.mn1eaesyuresareusedfuismbellcmauesnefrtombothcustomersaboutpoorqualny舞longdedmelanivds.eryIttimhaes,wmgatn..enngaata.aretvaorulgurleandtheovertimeofemployeetomeetproratiootcostoydamagetarget曲仰。蚰n№竺。叫.01qctiv一..Tl1evaluesofthemeasures。triedseveralwaystoncreaseproductioncapacitydecreasecost/aaysan1v/orespeety171i,u.establishtheBPMteam,anddeveloptheprojectplanandobjec。and②disorderedprocessoftransferringproductordenItisthetives.TheBPMteamwillconsistof6members.TheyarethepoorabilityofquickchangingproductdesignthatresultsinmanagerofQ.C.department.HolleyGoup②tl1eQ.c.depart。mentClerk.HolleyGroup③meQ.c.ManagerHNDivisiontheQ.c.ClerkHNDivisionand⑨twowritersofthisPaper.Then.theBPMteamistobetrainedfortheperformancedrivenBPMmethodology.HNBPMobjectives.Theobjectivesestabllishedarctoimprovecurrentproductionandoperationprocessessoastoim。provecustomersatisfaction②toreduceemployeecomplaintsand⑧todecreasecosts.Nowthattheobjectivesaredefined,thenexttaskistoorganizeateammeetingtoreviewandbrainstormrelatedobjectiverelevantprocessesandprioritizeaccordingtotheirperformanceandimportance,asaconsequence,aperformance/importancematrixFig.2isestablished.Thematrixrevealsthattheorderacceptanceprocessisindeedthehargetprocessoftheproject.Followingthesetasks,theteamneedstofocusonthetargetprocessstakeholdersandtheirrequirementinthestudy.16234587Low1.Ordercceptanceprocess2.Newproductdevelopmentprocess3.Newproducttrialproductprocess4.Manufacturingprocess5.Purchaseprocess6.Aftersaleserviceprocess7.Manufacturingequipmentspurchaseprocess8.ManufacturingequipmentsmaintenanceprocessPerformanceHighFig.2Pefformance/impo.ancematrix3.2.2BuildabusinessprocessperformancemeasurementsystemTargetprocessstakeholders.TheBPMteamidentifiescriticalstakeholdersforthetargetprocess.Theidentificationprocesscallforthefollowingactivities1Listallthestakeholders.12Clas.sifYstakeholdersaccordingtopower,legitimacyandurgency.ThreecriticalstakeholdersareidentifiedandtheirmosturgentrequirementsareinvestigatedTable2、Table2StakeholdersofHNCompanyCfificstakeholdersStakeholdersrequirementsCustomerEmployeeShareholderAccelerateddeliveryHighqualityQuickresponsetorequirementchangeNoworkovertimeProfitProjectcriticalconstruetshowtomeasure.Inordertomaketheprocessimprovcmcntphasemeasurdble.theBPMteamestab.1ishestwoconstructsEstablishtheperformancemeasuresfromenterprisestrategyandthestakeholdersrequirementstomeasuretheorderacceptanceprocess.2Conductabenchmark.ingstudytosetperformancetargetvaluewhichuncoversonlytwoslowresponsetocustomerrequirementswhichultimatelypro。1ongstheorderfulfillmenttime.Thedisorderedprocessoftransferringproductorderlcadstonotonlytimewastedbutalsoinformationlost.3.2.4RedesignthetargetprocessOurhostHolleyGroupdidnotapproveofthestudyofquickchangingproductdesignforreasonsunknown.Thereforetheteamandthestudycanonlylookatoneitemtheprocessoftransferringproductorder.TheBPMteammembersorganizetheirideasandpresenttwosolutionsasshowninFig.4andFig.5.InfirstsolutionFig.4,theprocessisradicallyredesigned.HSisdeprivedofthecontrolabilityoftheordors.Furthermore.thissolutionrequiresthatboththeproductdesignabilityandtheproductdesignprocessaregreatlyimproved,buttheserequiremcntsareextremelydi衔cultforHEtomeetinashorttime.InthesecondsolutionFig.5,theprocessisonlychangedslightly,buttheprocessisstandardizedbytwoformswhicharccreatedasthecarrierforstandardizingtheinformationtransferandastherecordfordefiningrcsponsibility.Thefirstformistechnicalfeasibilityconfirmationform.whichisusedinstep2.ThesecondforilliSorderfoITI1ofHS.whichisusedinstep6.Consideringthedifficultyofimplementingthefirstsolutioninthecustomerssituation.thesecondsolutionFig.5isadopted.ButthefirstsolutionFig4、iskeptasasparesolutionandwillbeimplementedoncethedi衔cultyofimplementationisdecreased.thatis.theproductdesignabilityandtheproductdesignprocessofHEareimproved.32.5ImplementthetargetprocessHolleyGroupestablishesaforcibleindustrialstandardwhichnotonlystandardizestheorderacceptanceprocessindetailbutalsoexplaiashowtocarryoutthenewprocess.Thisstandardisforciblyimplementedinthewholegrouptoensurefunimplementationofthenewprocess.32.6MeasurethetargetprocessTheDrojectteamandhostagreeto12111atestforthreemonthstoseeiftheperforrflancehasbeenimproved.TheresultsshowninTable3arerecordedbeforeandafterthenewprocessimplementation.Table3ImplementingresultofthenewprocessFromtheaboveevaluationresults,theoperationperformancehasbeenobviouslyimprovedintwodifferentperformancemeasures.But.itisfoundthatthefax/telexpensesbetwccnsalesn眦HSandHNincreasesbyalargeamount.Inordertodealwiththisproblem,awebbasedordertransfersystemissuggested.This1I暑1墨譬等om1事o,l

注意事项

本文(外文翻译---中小型企业基于功能驱动的商业程序管理 英文.pdf)为本站会员(英文资料库)主动上传,人人文库网仅提供信息存储空间,仅对用户上传内容的表现方式做保护处理,对上载内容本身不做任何修改或编辑。 若此文所含内容侵犯了您的版权或隐私,请立即通知人人文库网([email protected]),我们立即给予删除!

温馨提示:如果因为网速或其他原因下载失败请重新下载,重复下载不扣分。

copyright@ 2015-2017 人人文库网网站版权所有
苏ICP备12009002号-5