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CHINESEJOURNALOFMECHANICALENGINEERINGVO1.17,NO.4,2004565TANGHONGTAOTANGRENZHONGINSTITUTEOFMANUFACTURINGENGINEERING,ZHEJIANGUNIVERSITY,HANGZHOU310027.CHINAOINTRODUCTIONPERFORMANCE.DRIVENBUSINESSPROCESSMANAGEMENTMETHODOLOGYFORSMALLANDMEDIUMSIZED.ENTERPRISES水ABSTRACTBASEDONTHEANALYSISOFTHECOMMONLIMITATIONSOFBUSINESSPROCESSMANAGEMENTBPMMETHODOLOGIESANDTHEREQUIREMENTSOFSMALLANDMEDIUMSIZED.ENTERPRISESSMES.THEIMPORTANCEOFA‘PERFORMANCECONSTRUCT”OFBPMMETHODOLOGIESISIDENTIFIED.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,POVEYPROPOSEDA14STEP“BESTPRACTICEBPIMETHODOLOGY”,MELNYK,ETAL【,PROPOSEDALLSTEPVALUEDRIVENPROCESSMANAGEMENTPROCESS,ELZINGA,ETALPROPOSEDA.6STEPBUSINESSPROCESSMANAGEMENTMETHODOLOGY,HARRINGTONOJPROPOSEDA“PROCESSBREAKTHROUGHMETHODOLOGY”.DAVENPORTLPROPOSEDA“PROCESSIUNOVATIONMETHODOLOGY”.ETC.BUTANANALYSISOFTHESEMETHODOLOGIESSUGGESTSTHATMOSTOFTHEMPURSUEASIMILARPATHANDEXHIBITCOMMONALITIESINKEYAREAS.ALMOSTALLOFTHEABOVEMETHODOLOGIESARENONSYSTEMATIC.THEIREMPHASISSTRESSESHANDSONEXPERIENCEANDCASESTUDIESRATHERTHANCOMPREHENSIVERESEARCH.THELIMITATIONSOFEXISTINGMETHODOLOGIESCANBESUMMARIZ酣ASFOLIOWS810.一1EXCLUSIONOFAPERFORMANCEMEASUREMENT.MOSTOFTHEMETHODOLOGIESSTOPATTHEIMPLEMENTATIONPHASE.MANAGERSDON’TKNOWWHETHER,ANDTOWHATEXTENT,THENEWPROCESSESAREBETTERTHANTHEOLDONES.2“UNIVERSAL”NATURE.ITISEXTREMELYDIFFICULT,IFNOTIMPOS.SIBLE。TOPRODUCEAGENERALMETHODOLOGYFORALLKINDSOFPROCESSESINALLKINDSOFCOMPANIES.BUTMANYPROPOSEDMETHODOLOGIESDOJUSTTHAT.THCYARENOTHINGMORETHANGENERALGUIDELINESATTEMPTINGTOCOVERTHENEEDSOFALLORGANIZATIONS.3SPECIALISTSORIENTED.MANYMETHODOLOGIESARESPECIA1.ISTSDRIVEN.HOWEVER,THEPEOPLEWHOWANTTOCALTYOUTBPMIN’THISPROJECTISSUPPORTEDBYNONA1NATURALSCIENCEFOUNDATIONOFCHINSNO.70071029ANDPROVINCIALSCIENCEANDTECHN0LOGYPLANOFZHEJIANG,CHINAOQO.O11106241.RECEIVEDAUGUST26,20O3;RECEIVEDINREVISEDFORMJUNE15,2004;ACCEPTEDJUNE23,2004THEIRCOMPANYARETHETRUECUSTOMERS.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.IENTL“J.HOWEVER,THEUNSTABLEDEPARTMENTRELATIONSANDAMBIGU.PUSDIVISIONOFPOWERINSMESARENEGATIVETOTHEIMPLEMENTATIONOFBPM.3LEADERSHIPPERSPECTIVE.THELEADERSOFSMESUSUALLYKEEPABSOLUTECONTROLOFTHEENTERPRISETJ.THATMEANSLEADERSUSUALLYREJECTANYCHANGETHATENDANGERTHEIRSOVEREIGNTY.BUTTHISSOVEREIGNTYISAHUGEPOWERSUPPORTNEEDEDTOPROPELTHEIMPLEMENTATIONOFBPM.4RESOURCEPERSPECTIVE.SMESCANNOTAFFORDALARGENUMBEROFPEOPLE,ONAFULLTIMEBASIS,TOWORKONABPMPROJECT.ITWOULDHINDERTHESME’SABILITYTOOPERATE.THEREFOREACONSULTANTISNEEDED.HOWEVER,ALARGECONSULTANCYFEECANALSOBEAGREATBURDENFORSMES.ADDEDTOACONSULTANT’SFEEISITFEES.BPMPROJECTSUSUALLYUSEADVANCEDITTOFACILITAT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