一篇很好的BPR论文（英文版）(doc 33页).doc

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DistinguishedServiceProfessor,
DepartmentsofMaterialScienceandEngineering
RoboticsandEngineeringPublicPolicy
CarnegieMellonUniversity
Pittsburgh,PA,15217
and

SeniorResearchScientist,EngineeringDesignResearchCenter
CarnegieMellonUniversity
Pittsburgh,Pa,15217
August,1995
AreporttoEngineeringandScocialScienceResearchCouncil,UK
ToenablethereadertoaccessthisBPRCreportspeedilyandflexibly,ithasbeenorganisedintothefollowingseparatesections:
ContentsPage
Abstract
Introduction
Reengineering
CorporationsandReengineering
TheChryslerCorporation
Caterpillar
JetPropulsion
InnovationinDefense:HughesAircraft
InnovationinTechnologies
GovernmentInitiatives
MethodsandToolsforBPA
ITandBPR
JapanandReengineering
HumanResourcesinBPR
ProblemsinReengineering
AFewmorelines
References
AreporttoEngineeringandScocialScienceResearchCouncil,UK
Section1:Abstract
,withannualbudgetsrunningwellabovethenationalbudgetsofmanycountries,andwitharangeofdiverseoperationstranscendingdivisional,,,letalonediscuss,,,,wedonotdiscusstherecenttrendsinfinancial,merger,,wediscussonlythoseissuesrelatedtobusinessprocessesthatimpacttheabilityofUSbusinesstomeettheidentifiedmarketdemandsincost,qualityandtime.
Aphrase,nowincreasinglyinvogue,todescribetheeffortsinprocessimprovementsisBusinessProcessRe-engineering(BAR).HammerandChampdefineBARas"theradicalrethinkingofthebusinessprocessestoachievedramaticimprovementsincriticalcontemporarymeasuresofperformanceascost,qualityandspeed."Thischaracterisationofre-engineeringisofteninterpretedinmultiplewaysresultingindifferentmodelsandmethodsofimplementationofbusinessprocessre--engineeringandthelevelofimplementation.
Inpractice,implementationsofre-engineeringspanfromre--,anAmericaninvention,isalsousedinconjunctionwithprocessre--of-theartinanalyticalmethodsandtoolssuchasIDEFO,SAT,BPMATandDesignProcessMatrixisalsoprovidedinthisreport.
Attheotherend,-structuringeffortsmaywellincludeuseofcrossfunctionalteams,retrainingandactivitiesrelatedtothemanagementofinnovationasintegralpartsofthebusinessprocesses,wellbeyondtheconventionalactivitiesofdesign,manufacture,-engineeringitselfandothersfromdefenceindustriesre-engineeringthemselvestoaccommodateendingoftheColdWaranddecliningdefencebudgets.
Re-engineeringdependsonpeople:thewaytheylearntheirjobs,,thisinvolveslearningnewtradesandworkpractices,,successfulastheyhadbeen,-engineertheirprocessesandre-traintheirworkforce,,.
TheUSgovemmentisalsointerveningactivelyinaninnovativefashiontofillthegapsseeninUScompanies,,largeandsuccessfulastheyare,-agency(Defense,Commerce,NASA,NSFandARPA,andTransportation)programsindefense,dual-useandciviliansectorssupportingshorttermprogramsofresearchinhighrisk,,,wediscussestheseinitiatives,knownasATP(AdvancedTechnologyProgram)andTRP(TechnologyRe-investmentProgram)andtheirperformancetodate.
ThesuccessofJapanesefirmsincapturingasignificantpartoftheUSautomobilemarketinthe70'sand80'sandtheirabilitytoadapttochangingeconomicconditions,withoutunduechangesinunemployment,,,.
,intheeconomicjargon,bothmacroandmicro:-,BPR,currently,isprovingtobepowerfulapproachfororganizationswantingtobecompetitive.
Section2:Introduction
TheUnitedStatesofAmericaisbrandedasaSuperpowerwhenitcomestomilitarystrength,:ithasthelargestGNP,biggestindustrialandmanufacturingbaseandanimpressive,’s500largestcorporations,themagazineFortunelists151asAmericanowned,,thesecorporationsearnedaprofitofmorethan$140billion,arecordamongothercompetitors.
Asimpressiveasthisis,itwasactuallybetter,,thisleadhaserodedawayinsomekeymanufacturingindustriessuchasironandsteel,,,moreareashavebeenlosttocompetition;manynewcountries,consideredinthepastaslessadvanced,areemergingasstrongcompetitors.
Formerly,theUStendedtoignorethesechallengesandattributedthecompetitivenessofothercountries,mostnotablyofJapan,totheirlowwages,homogeneityofpopulation,authoritarianculture,work-’slargesttechnologicalpower,itwasforeverlookingfornewmanufacturingopportunitiesrelegatinglesstechnology-intensiveorlabor-intensivemanufacturingtoothercountries.
However,,andstillis,,,,includingaNobellaureateeconomistfromtheMassachusettsInstituteofTechnology{Berger,B.,},detailedtheweaknessesprevalentinUSindustries,notjustinmacroeconomicsterms,butintermsofthecustomersatisfaction,qualityofproducts,efficiencyofproduction,,antitrustlaws,useofworkersasmereskilledoperators,overemphasisonproductsratherthanonprocessesandtoanenvironmentthathaslongceasedtoexist.
Thisgroupfoundthesestrategiestobeoutdatedinthefaceofincreasedglobaltrading,,manufacturingandprocesstechnologiesweremakingproductionmoreflexible,-forcewasnolongeracollectionofskilledindividualsbutgroupswithcompetencetranscendingmanyareasofmanufacturing,andmotivatedbyteam-spirit,,accordingtothisstudy,,themanagementguru,PeterDrucker{1969},inadeeplyperceptivebook,TheAgeofDiscontinuity,-coursecorrectionswereintroducedinthewellestablishedbutoutdatedstructurestoprovidecontinuitywhenradicalreformsandpath-breakingrestructuringwereinorder.
ThisreportdiscussesonemajorbusinessprocessinnovationthatisnowsweepingtheUnitedStatesconsumingthetraditional,butincreasinglyinefficient,-grownone,andasweshalldiscusslater,,itssweepisvast,,wefirstpro