基于信息系统规划的企业流程重组.docx

What is the Relation between BPR & Information Technology? Hammer (1990) considers information technology (IT) as the key enabler of BPR which he considers as radical change. He prescribes the use of IT to challenge the assumptions inherent in the work processes that have existed since long before the advent of modern computer and communications technology. He argues that at the heart of reengineering is the notion of discontinuous thinking - or recognizing and breaking away from the outdated rules and fundamental assumptions underlying operations. These rules of work design are based on assumptions about technology, people, and organizational goals that no longer hold. He suggests the following principles of reengineering: (a) Organize around outcomes, not tasks; (b) Have those who use the output of the process perform the process; (c) Subsume information processing work into the real work that produces the information; (d) Treat geographically dispersed resources as though they were centralized; (e) Link parallel activities instead of integrating their results; (f) Put the decision point where the work is performed, and build control into the process; and (g) Capture information once and at the source. Davenport & Short (1990) argue that BPR requires taking a broader view of both IT and business activity, and of the relationships between them. IT should be viewed as more than an automating or mechanizing force: to fundamentally reshape the way business is done. Business activities should be viewed as more than a collection of individual or even functional tasks: in a process view for maximizing effectiveness. IT and BPR have recursive relationship. IT capabilities should support business processes, and business processes should be in terms of the capabilities IT can provide. Davenport & Short (1990) refer to this broadened, recursive view of IT and BPR as the new industrial engineering. Business processes represent a new approach to coordination across the firm; ITs promise - and its ultimate impact - is to be the most powerful tool for reducing the costs of coordination (Davenport & Short 1990). Davenport & Short (1990) outline the following capabilities that reflect the roles that IT can play in BPR: Transactional, Geographical, Automatical, Analytical, Informational, Sequential, Knowledge Management, Tracking, and Disintermediation. Teng et al. (1994) argue that the way related functions participate in a process - - i.e., the functional coupling of a process - can be differentiated along two dimensions: degree of mediation and degree of collaboration. They define the Degree of Mediation of the process as the extent of sequential flow of input and output among participating functions. They define the Degree of Collaboration of the process is the extent of information exchange and mutual adjustment among functions when participating in the same process. In their framework, information technology is instrumental in Reducing the Degree of Mediation and Enhancing the Degree of Collaboration. Also, innovative uses of IT would inevitably lead many firms to develop new, coordination-intensive structures, enabling them to coordinate their activities in ways that were not possible before. Such coordination-intensive structures may raise the organizations capabilities and responsiveness, leading to potential strategic advantages. 企业流程重组的本质在于根据新技术条件下信息处理的特点，以事物发生的自然过程寻找解决问题的途径。企业流程与企业的运行方式、组织的协调合作、人的组织管理、新技术的应用与融合等紧密相关。信息技术的应用是流程重组的核心，信息技术既是流程重组的出发点，也是流程重组的最终目标的体现者。企业流程是企业以顾客需求和输入各种原料为起点，以创造出对顾客有价值的产品或服务为终点，由若干相互之间有先后顺序、有一定的指向、时空上衔接的工作环节组成的一系列活动。由于企业的基本流程与其核心竞争力有密切的支撑关系，所以随着信息技术在企业管理中应用的广泛开展，利用先进的信息技术整合、缩短企业业务流程，减少企业的成本消耗，以培育和提升企业的核心竞争力成为企业管理学界关注的又一个新课题。1990年由美国的Michael Hammer 和Jame Champy率先提出了企业流程重组BPR（Business Process Reenginer-ing）的概念，它是“以经营过程为改造对象和中心、以关心客户的需求和满意度为目标、对现有的经营过程进行根本的再思考和彻底的再设计，利用先进的制造技术、信息技术以及现代化的管理手段、最大限度地实现技术上的功能集成和管理上的职能集成，打破传统的职能型组织结构(Function-Organization)，建立全新的过程型组织结构（Process-Oriented Organization），以实现企业经营在成本、质量、服务和速度等方面的巨大改善”。Information technology (IT) has historically played an important role in the reengineering concept.10 It is considered by some as a major enabler for new forms of working and collaborating within an organization and across organizational borderscitation needed.BPR literature 11 identified several so called disruptive technologies that were supposed to challenge traditional wisdom about how work should be performed.Shared databases, making information available at many placesExpert systems, allowing generalists to perform specialist tasksTelecommunication networks, allowing organizations to be centralized and decentralized at the same timeDecision-support tools, allowing decision-making to be a part of everybodys jobWireless data communication and portable computers, allowing field personnel to work office independentInteractive videodisk, to get in immediate contact with potential buyersAutomatic identification and tracking, allowing things to tell where they are, instead of requiring to be foundHigh performance computing, allowing on-the-fly planning and revisioningIn the mid-1990s, especially workflow management systems were considered as a significant contributor to improved process efficiency. Also ERP (Enterprise Resource Planning) vendors, such as SAP, JD Edwards, Oracle, PeopleSoft, positioned their solutions as vehicles for business process redesign and improvement.Business Process Reengineering Method Based 0n Information System PlanningA.The BPR Business process re-engineering is a business management strategy, originally pioneered in the early 1990s, it is the practice of rethinking and redesigning the way work is done to better support an organizations mission and reduce costs.BPR aimed to help organizations rethink how they do their work in order to dramatically improve customer service, cut operational costs, and become world-class competitors.BPR seeks to help companies radically restructure their organizations by focusing on the ground-up design of their business processes. A business process is a set of logically related tasks performed to achieve a defined business outcome. Re-engineering emphasized a holistic focus on business objectives and how processes related to them, encouraging full-scale recreation of processes rather than iterative optimization of sub-processes.The essence of BPR is finding ways to solve the problems through the natural process of things ,according to the characteristics of information processing under new technological conditions. Business process is closely related to the mode of enterprise operation, coordination, human resource management, application and integration of new technologies .The application of information technology is the core of BPR.The information technology is not only the starting point but also the ultimate goal of BPR.B.The information system planningInformation systems planning is long-term planning on the construction of enterprise information systems. It is an important part of corporate strategic planning .Lederer and Sethi suggests that information systems planning is not only a process of identifying a combination of computer applications, this process will also help companies execute a business plan and ultimately achieve business objectives. Whats more, information systems planning must have the ability to find key influencers and create competitive advantage.It is a process of identifying a combination of computer applications, this process can not only closely be matched with the corporate strategy, but also can create advantages over competitors. Information systems planning emphasizes the creative contribution of information systems for competitive advantage .It not only need to consider how to build information systems to meet a variety of business systems and application needs, but also need to consider how new information system can improve the future operations of organization and adapt the organization.C.The connection between BPR and ISPBusiness activities should be viewed as more than a collection of individual or even functional tasks: in a process view for maximizing effectiveness. IT and BPR have recursive relationship. IT capabilities should support business processes, and business processes should be in terms of the capabilities IT can provide. Davenport & Short refer to this broadened, recursive view of IT and BPR as the new industrial engineering. Business processes represent a new approach to coordination across the firm; ITs promise - and its ultimate impact - is to be the most powerful tool for reducing the costs of coordinationThe Role of the IS Function in BPRAlthough, BPR has its roots in IT management, it is primarily a Business Initiative that has broad consequences in terms of satisfying the needs of customers and the firms other constituents. The IS group may need to play a behind-the-scenes advocacy role, convincing senior management of the power offered by IT and process redesign. It would also need to incorporate the skills of process measurement, analysis, and redesign. The specific business divisions led the BPR initiatives; IS groups served as partners in enabling the radical changes.D.The process of BPR Method Based 0n Information System PlanningUnder the manual management, companies have formed relatively molding business processes and management practices. Application of information technology may change the existing information collection, processing and using method, it can even fundamentaly change the quality of information, accessing ways and communication ways. Under the traditional principle of labor division , business process is divided into sections, the focus is only concerned with every aspect of the individual tasks and work, rather than the entire system.Just using a computer system to simulate the original manual management system in the management information system construction, it does not fundamentally improve the core competitiveness of enterprises . It has become an important way to improve operational efficiency by redesigning the existing business process according to the characteristics of modern information processing.The following is the main process.Phase 1: collection of business-related materials1.Enterprise information system assessment The objective is to determine the current development stage of the enterprise information system. IT experts ,SI department managers and other personnels will review the assessment based on the enterprise information system materials collected before.2.Determine corporate strategic needs and user needsSince Phase 1 is a large-scale enterprise survey and data collection, omissions and doubts on the demands inevitably exists, so the confirmation is required. Phase 2: Framework DesignFramework design stage determines the needs of enterprise information systems through the use of corporate strategic needs, user demands and critical success factors in enterprise information system stage. So the framework and appropriate organizational support model will be established.1.Propose the BPR needsBPR needs are obtained by the abovementioned three-step phases.The participants mainly include IT experts, management experts ,and technology can be used in creative thinking method.2. Design the framework of information systemAnalyse each core process of data input (data and control) and output data through the status of corporate information systems and needs of BPR obtained by the surveys.And then use U / C maps or other System partitioning methods to divide information systems to get an enterprise information system plan.3. Determine the information systems structure and organizational changesWe can determine the enterprise information system structue through further expansion of the information system framework . Re-organized design is ne