流程管理论文FT公司流程管理体系建设研究.doc

流程管理论文：FT公司流程管理体系建设研究【中文摘要】改革开放30年,是中国经济经历高速发展的30年,过程中中国企业不断地成长,管理水平的提升起到不可否认的作用,但这种高速发展是以资源消耗为代价,中国企业管理水平相比欧美,特别是日本还有很大的差距,而且这种差距应该是全方位的,不仅是某一个领域,流程管理领域也不例外。面对日益激烈的市场竞争环境,企业与企业之间的竞争不仅仅是产品与产品之间、价值链条之间的竞争,已发展到整个企业运作体系或者说企业管理之间的竞争,谁拥有快速的响应客户需求的运作体系,谁就能在竞争中取得先机,甚至改变客户,影响竞争格局。而流程管理的价值就在于构建快速反应运作体系。基于上述认识,本文试图通过研究国有中型企业FT公司流程管理体系建设的过程,首先对比业界标杆流程管理先进做法,其次通过问卷调查了解企业流程管理现状,第三步对FT公司流程管理体系建设进行SWOT分析,最后针对面临的问题,提出应对方法与措施。最后本文着重论述了在流程管理体系建设中,企业应该确立“一套流程多管理主题应用”的方向,确保业务架构梳理的“完全穷尽、彼此独立”,紧抓“流程要执行”的目标,同时要避免“流程作用夸大论”以及“流程是流程管理部门的流程”的误区,并提出了流程管理体系建设的关键步骤和措施,希望能够为其他企业开展流程管理体系建设工作提供实践参考。【英文摘要】The thirty years of Chinas reform and opening up saw the rapid growth of its national economy. In this process, the improvement of management expertise has undoubtedly played an important part in the development Chinese enterprises. However, much of the development was achieved at the cost of resource consumption. The management of Chinese enterprises still lags behind foreign counties such as US and Europe, especially Japan. The backwardness is quite comprehensive rather than in a single area, in the area of process management, it is also of no exception.With the increasingly fierce competition in the market, the competition between enterprises is not only by products or value chains. It has further expanded into the entire operating system or to say the management of enterprises. The ones who own an operating system with a rapid customer response win the competition or even change the customer and thus the competitive landscape. Therefore, the value of process management lies in the building of a rapid responding system.The paper looks into the building of the process management system of FT companies in the medium sized state owned enterprises. It begins with the presentation of advanced experiences in the area regarding process management followed by current sate analysis of process management through questionnaires and surveys; the third part presents a SWOT analysis of the building of the process management system in FT companies and the paper ends with solutions regarding the problems. The paper concludes that in the building of the process management system, enterprises should identify an orientation of One Process & Application of Multiple Management Themes so as to ensure that the business structure is thoroughly covered and independent to each other; they should closely follow the objective of Processes to Execute while avoiding the exaggeration of the role of process and the misconception that process means the process of process management department. Further, the paper puts forward the key steps and measures in the building of the process management system as a reference to draw upon by other enterprises in their building of the process management system.【关键词】流程管理 体系建设 国有企业【英文关键词】Process management system building state owned enterprise【目录】FT公司流程管理体系建设研究摘要3-4ABSTRACT4第1章 导论7-121.1 本论文研究的背景及意义7-81.2 国内外的研究现状8-101.3 本论文研究的方法及创新点10-12第2章 流程管理的相关理论及方法12-222.1 企业架构及流程架构12-142.2 流程管理BPR到BPM142.3 6管理14-162.4 BPMMM-6L4D流程管理体系评估模型16-192.5 ARIS流程体系建设模式、SOA流程体系建设原理19-22第3章 FT公司流程管理现状及存在的主要问题22-303.1 FT公司规模、性质和行业地位22-233.2 FT公司流程管理现状23-263.3 FT公司流程管理中存在的主要问题26-30第4章 FT公司流程管理体系建设的SWOT分析30-424.1 FT公司流程管理体系建设的优势30-344.1.1 FT公司高管流程管理的意识强30-314.1.2 FT公司绩效考核牵引力明显31-324.1.3 FT公司类似流程体系建设工作效果突出32-334.1.4 FT公司流程管理专业人才能够提供科学的方法33-344.2 FT公司流程管理体系建设的劣势34-374.2.1 FT公司部分员工流程意识较淡薄34-354.2.2 FT公司项目管理能力水平不足354.2.3 FT公司缺少方便快捷的流程管理工具35-364.2.4 战略与marketing业务缺失、FPD体系中产品生命周期管理等关键业务缺失36-374.3 FT公司流程管理体系建设的机遇37-404.3.1 FT公司实现了跨越式发展后,需要基础管理水平的提升37-384.3.2 FT公司发展正处于变革的最佳时期384.3.3 国资委要求央企建立的风险控制体系需以流程管理体系为基础38-394.3.4 标杆HW公司流程管理体系建设为FT公司的指明方向39-404.4 FT公司面临的挑战40-424.4.1 激烈的通信市场竞争404.4.2 业界流程体系应用的多样化对流程管理体系提出高要求40-414.4.3 传统的IT系统建设弱化流程建设的方式冲级流程管理体系建设41-42第5章 FT公司流程管理体系建设的原则和要避免的误区42-565.1 遵循”一个平台、一套流程、多管理主题应用”的原则42-475.2 遵循”完全穷尽、彼此独立”的原则47-505.3 遵循”紧抓流程需执行的目标”的原则50-535.4 避免”流程管理作