BPR (business process reengineering) and ERP has become the same as killing, regardless of Mengliang and Jiao Zan brother. With the information technology boom, from media reports, the employees of the conversation, even among friends, chat between tea and wine, BPR appears more and more the word. In the information system before the earth-shaking experience such a change, seems to have become accustomed to a consensus and things.
As China, like many things and people, BPR has also been given more and more amazing colors, making such a common concept of management has to carry a lot of this does not belong to it for additional content.
What is the concept of BPR? The concept and the historical environment in China? Chinese companies on the park to the BPR which gives fresh breath? Process improvement is only a "reorganization" of a Road?
Europe and the United States abandoned the BPR, in the country by certain management consulting firm as a business, "save lives" panacea; the company holding the innocent gambler's mentality to take their business very serious life and death began gambling. Game between quack and gamblers, will once again prove that only a lose-lose end.
Definition of BPR
Business Process Reengineering BPR is the abbreviation. First used in the field of software maintenance from the computer in the process of reverse engineering (Reverse Engineering) concept, but the real definition of the formation of the authority of the time in 1990, Harvard University, Dr. Michael Hammer (Michael Hammer), Professor and CSC Index Chief Executive Officer James Champy (James Champy) in cooperation with the article "Reengineering Work: Don't Automate, But Obliterate" put forward the concept of BPR; and defined as follows: "BPR is a business process (Process) as the fundamental sex (Fundamental) thinking and thoroughness (Radical) reconstruction, the purpose of cost, quality, service and speed has made significant (Dramatic) were improved so that enterprises can adapt to maximize the customer (Customer), competition (Competition), change (Change) for the characteristics of the modern business environment. "
In 1993, Hammer and Champy published a "recycling enterprise: management revolution of the Declaration," a book, systematically expounded the idea BPR proposed reconstruction of the primary task is to BPR, only build BPR, can the company completely out of trouble. Thus, BPR as a new management ideas, like a big wave swept across the United States and other industrialized countries, and a great trend sweeping the world.
In addition, make an important contribution to BPR in addition to Hammer and Champy, there are Thomas H Davenport (Thomas Davenport). Basically, they now have three public recommendation to the founder of BPR.
Characteristics of BPR
According to the definition of BPR, from the input-output (I / O), and media considerations to the points summarized the important features of BPR:
First, investment properties, including the following two core points, which is fundamental (Fundamental) and thoroughness (Radical):
1. Fundamental: this feature is the core concern of BPR: 鈶?In practice, it requires companies not to put any small changes are "BPR" putting a big hat; 鈶?It shows that BPR is concerned that core or The key issue is deadly, that is the fate of life or death business relationship, in accordance with the type of business decision-making point that corresponds to the "competing model for the core values of" fundamental restructuring; 鈶?BPR's fundamental aim is also closely "enterprise business objectives "of any enterprise business objectives are included for maximum profits; 鈶?BPR's fundamental need for business, this means companies must understand their own operating conditions, management status, status of capital operation, corporate and cultural conditions, to find quasi-optimal conditions and the gap between the current situation, finding an optimal way to maximize profits to carry out BPR implementation.
2. Thoroughness: Here there is a qualitative issue, basically the BPR revolution belongs to the role of the enterprise, the means for enterprises to begin a deeper level Tracing the source of the established business process, system and management is not for superficial change or adjust the patch, but abandoned the previous processes, systems and management, and fully carry out blizzard of revolution, so there must not be attributed to BPR reform or improvement.
Secondly, output characteristics, that is the definition of BPR significance (Dramatic) features, according to Dr. Hamer's original definition, can come from the qualitative and quantitative classification:
1. From the qualitative level, it means that BPR is not the pursuit of business performance, management efficiency and small increase in capital operation, low-level upgrade, slightly improved or slightly improved, etc., but as a means to make BPR business performance, management efficiency, capital operations have significant growth, a great leap;
2. From the quantitative level is, BPR on the "significant" for the specific requirements are as follows: 70% of their production cycles, 40% cost reduction, customer satisfaction, product quality and total revenue increased 40% and so on.
Finally, BPR also includes media elements that BPR change the competitive environment faced by the modern factors, including customer (Customer), competition (Competition) and change (Change), referred to as 3C:
1. Customer (Customer): Marketing Theory to customer interests ahead of the central part of marketing activities that provide services to customers, creating customer value is the business of starting point and destination. BPR also need to satisfy customers maximize the value of full realization of transition from product-centric to customer-centered management thought up;
2. Competition (Competition): competition of modern enterprises are facing one of the living environment, and this feature becomes more brutal, more exciting, the endless variety of new management model; to respond to competitive market, companies should begin to look for a variety of approach, in somewhere, BPR really is a universal magic, are the restructuring of internal processes can respond to external competition, behind closed doors, "self-cultivation" can solve all the problems? In any case, to require the enterprises to face competition is already a big step forward BPR;
3. Change (Change): used to describe the ever-changing modern business environment changes facing no exaggeration, fleeting opportunity to business leaders or decision-making is a very difficult thing. To carry out fundamental and radical nature of BPR, is to meet the business environment for the survival response to this change and expects to achieve significant results.
In conclusion, BPR needs to meet fundamental, radical elements of the input features, as well as for the 3C's modern business environment, to achieve significant characteristics of the output elements, it can be called a true sense of the BPR.
With the Harvard Business School professor Michael Porter (Michael Porter) of the value chain model to express, BPR is an enterprise business processes described as a value chain (Value Chain), competition is not in business to business, but occurs their value chain in the enterprise between. Only on all aspects of the value chain (business process) to implement effective management of the enterprise, be possible to obtain real market competition.
BPR background
BPR generation, and not just because of the two professors in an article or a book born out of simple, hidden behind BPR is the profound technological, economic, and change management background.
1.1970 late of changes in customer demand pull of
Capitalism since the 70s of the 20th century, the global economic environment has undergone tremendous changes, current situation of supply exceeding demand led to a seller's buyer's market. Buyer's market was a more significant feature is the buyer's demand for diversity and variability; buyer's market, enables companies to change the concept of change: 鈶?thinking in customer service, first proposed a "service oriented" slogan, then that " customer satisfaction "concept. U.S. companies have changed thinking of all the market to customers as the core, is gradually regain advantage; 鈶?for the supply of products, many companies reflects the human side of market segmentation, target market segment for product R & D users to express the voice of the customer is God; 鈶?concepts change, product change is inseparable from changes in internal management needs to have strict internal management infrastructure, necessary to change the enterprise to meet the changes in the enterprise market and product ideas of innovation, otherwise, there is no suitable management system and careful management processes, all just empty talk.
2.1980's economic slump prompted reflection groups
Into the 80's, represented the United States economy into a capitalist countries slow growth and inflation, the embarrassing predicament, got in the costs, benefits reduce the situation, the competitiveness of products in comparison with the Asia-Pacific countries into a downward spiral. U.S. companies are eager to change this situation, out of the woods. In order to quickly change this situation, first of all wants the state to use fiscal and monetary policy to rescue the crisis, followed by the company to reflect upon. Developed rapidly after World War II the Japanese compared to U.S. companies to promote the technology, ignoring the core of customers, it is difficult to adapt to the changing market environment. Japan, by contrast, research for the production of services for the market. So to the 80's, Japan's competitiveness has been greatly strengthened, and in the machinery, steel, automobile, chemical industry, American traditional strengths show a clear comparative advantage. Reflection of the result is the structure itself must carry out a major operation.
3.1970 ~ in the 1990s, emerging new management tools and management methods for the BPR laid out the basic conditions for vacant
The emergence of BPR has a deep management tools and management methods based on: first, the 70's to 90's to manage the academic ideas and new ideas found in the most active period, such as TQM (Total Quality Management), JIT (JIT), PM (project management), ABC (Activity Based Cost Analysis), Work Flow (workflow management), WorkTeam (team management), and a series of benchmarking management theory and practice, the economic sector in Europe and the United States to achieve full swing and achieved some success ; Second, organizational theory of innovation, from 70 to 90 years between Europe and the United States business community, academia, flat organizational structure on innovation, and process-oriented research organization has made great progress in the professional division of labor within the enterprise thinning, multi-tiered system of organizations launched a fierce criticism of the organization of such enterprises as "rigid, bureaucratic," and sounded a fanfare of trumpets the revolution.
Summing up the above three points should be said that the BPR in 1990 came into being precisely to meet the business needs of this idea and, BPR two input features - fundamental and characteristic thoroughness and output - a significant, fully met U.S. and European companies eager to get out economic depression, to seek continued growth and new business rules to adapt to the psychological needs, and also satisfy the academic management thought in confusion to seek urgent mental innovation.
The concept of BPR was born in 1990, just three years, peaked in 1993, almost a big wave in the United States, has been called "restore American competitiveness in the only way", but also spread to Japan, Germany and other industrialized countries. Hammer was also the U.S. "Business Week" as the most influential 90's "big four management guru" one.
But no doubt, in a sense, the beginning of the 20th century European and American 90, BPR brings the business community, more of an expectation, not a hope, remain in the academic point of view have yet to practice verification.
BPR's sob
Objectively speaking, from the beginning, BPR thinking on its advanced and thorough revolution, has attracted the attention of many businesses, become the focus of attention in Europe and America and the world. Data show that about 70% to 75% of European companies are planning to implement BPR, there are also achieved through BPR certain results. For example, Ford Motor Company, AT & T, IBM, Italy, BAT, Germany, Siemens Nixdorf Service and so on, in addition, there are many companies in Asia have accepted this idea, many of them as the Thai Farmers Bank of Thailand and China, Taiwan, Wing Tai Mechanical & Electrical Industries such successful examples. But we also have to face such a tragic fact behind the success of a large number of cases of failure and negligible economic benefits. The following is from 1993 to 1995, several groups of authority between the survey data as well as BPR founder of Action:
1.1993, the McKinsey consulting firm of 20 BPR projects result of the survey, 60% of the enterprises in the cost-effectiveness (including cost reduction) is less than 5%, 30% of the company for more than 18% cost savings , only 10% of companies that promised to achieve the effect of BPR.
2.1994 years, CSC Index Inc. (BPR founder Ciampi as the company's CEO) made a survey of 100 BPR projects, the result is: 67% of the enterprises that had little effect or failure, only 33% of the enterprises that BPR achieved good results.
3.1995 years, BPR founder of Hamer himself admitted: 70% of the BPR project not only failed to achieve the desired results, but to make matters worse. Hamer in "The Wall Street Journal" in an interview admitted his mistake. Ciampi Across the Board magazine in an article in Mean apologized. Lucy has been poorly photographed another founder of Davenport was the first issue of Fast Company magazine has written a cover story with repentance means. According to the U.S. article, literal translation, the three leading authority on their own in the BPR BPR reached a consensus: "revolutionary change in overheating, the 'people' factor missing out."
4.1996, the Deloitte Consulting survey of 400 BPR projects and found very similar to the previous results.
5.2001, the British investigative bodies FCD 600 BPR projects on the global survey carried out, the result is: 78% of enterprise project and expected results achieved far away, where even 45% of the enterprises to obtain the item and negative effects; only 22% of the business a success. Another interesting phenomenon is able to achieve success of the project are those enterprises, the success of its implementation largely in the time period 1990 to 1995, while after 1995 the failure rate of business projects account for most of the abortion ratio. So, in 1995 became a watershed in BPR success or failure.
6.1993 in the next few years, as a result of BPR hardship or even bankruptcy of companies followed the example, BPR failure rate of up to 70%. Oxford University School of Management Information Management Research Center, Professor Taylor, former director of the University of Manchester Institute of Technology, Professor Wheeler's view of the more representative. They think, BPR's core philosophy - "fundamental" and "thoroughness" - is actually built upon the premise that the reorganization of the business process is like dismantling the machine normally. BPR can be seen from this point of management thinking is reflected in a very rational (Rationality), while the fact that not all of the business processes are so idealistic, many enterprises can not afford, "Phoenix Nirvana" type of change.
Reflections on BPR
1. BPR is not a mature management ideas
First, the depth of immature thinking: from the nature of the terms, BPR are innovative ideas, and improve the thinking is completely different. From birth to now, BPR is also confined to the primary ideological level, only in guiding the business community, academia to follow, it was far from theoretical studies to become a mature depth of the internal mechanism and the nature of the BPR-depth understanding of the law is far from complete. BPR is merely a thought, not mature thinking, more than mature theory. So far, BPR BPR founder still cling to the implication of the "fundamental" and "thoroughness." As a representative of new ideas, BPR needs further tests, as the only way to BPR management revolution, these two features have been formed by BPR can not overcome its own shortcomings.
Second, practical ideas immature: BPR can be called a theory advanced the idea, but not as practical an idea, this immaturity is not proven from the practical immature. Types of survey data from the front can be seen, BPR failure ratio is 70%. The way some companies to invest in BPR efforts too much, but received only a small or even negligible benefits, even worse, some companies to bring their own devastating blow.
銆??鏈?悗锛孊PR宸ュ叿鐨勪笉鎴愮啛鎬э細寮?睍BPR鏄渶瑕佸緢澶氬疄鏂界瓥鐣ャ?瀹炴柦鏂规硶銆佹祦绋嬪垎鏋愭ā鍨嬨?瑙勮寖鍖栫▼搴忋?鏋勯?BPR缁勭粐浣撶郴涓庣鐞嗙粨鏋勩?娴佺▼鍒嗘瀽宸ュ叿绛夈?鍙槸鍒扮洰鍓嶄负姝紝瀵笲PR鐨勭爺绌惰繕娌℃湁寤虹珛姣旇緝瑙勮寖鎴愮啛鐨勫疄鏂芥柟娉曪紝瀵笲PR宸ュ叿鐨勭爺绌惰繕浠呬粎灞?檺鍦↖DEF浠ュ強ARIS绛夊眻鎸囧彲鏁扮殑鍑犱釜锛屽垎鏋愬伐鍏蜂篃鏄病鏈夎揪鍒板畬鍏ㄦ垚鐔熺殑鍦版锛屾暟閲忎篃鏄湁闄愩?鎵?湁鐨勮繖浜涳紝閮藉湪闃荤BPR杩堝悜鎴愮啛鐨勮繘绋嬨?
2. BPR鍦ㄦ敼杩涗腑鎵洸
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銆??璇碆PR鍦ㄦ敼杩涗腑鎵洸锛岀湅浼兼棤鎯咃紝瀹為檯鏈夌悊鏈夋嵁銆?br />
銆??1990骞村埌1995骞存槸BPR鍦ㄦ缇庢渶涓洪紟鐩涚殑鏃舵湡銆?0骞翠唬鏈湡锛岀粡娴庣殑鎸佺画绋冲畾瀵艰嚧BPR鎴愪负缇庡浗浼佷笟鐜囧厛閬楀純鐨勫璞★紝鍙﹀锛屾儕浜虹殑闆囧憳瑙ｉ泧浜烘暟鐩存帴瀵艰嚧浜咮PR杩涗竴姝ョ殑澶卞娍銆?br />
銆??杩欐槸缁撴灉锛屼絾涓嶆槸鍘熷洜銆傜敤鍙嬭蒋浠惰偂浠芥湁闄愬叕鍙哥殑钂嬭渶闈╁崥澹涓猴紝BPR鏈韩鎬濇兂鐨勪笉鎴愮啛锛屼互鍙婅拷椋庢氮娼殑鎺ㄦ尝鍔╂緶瀵艰嚧浜嗗浗鍐呭鍘傚晢瀵笲PR鐨勮瘎澶磋瓒充互鍙娾?鐧捐姳榻愭斁鈥濄?鏈??寰楁?鑰冪殑鏄BPR鍘熷鎬濇兂缂轰箯鐏垫椿鎬х殑鐓ф惉鐓ф妱鎴栬?鐪嬩技鍚堟儏鍚堢悊鐨勨?娣绘补鍔犻唻鈥濓紝鐩存帴瀵艰嚧BPR杩濊儗浜嗘渶鍒濈殑杞ㄩ亾銆傚鏋滆BPR涔熻鍙互鍦ㄥけ璐ヤ腑鍓嶈繘鐨勮瘽锛岄偅涔堣繖绉嶆壄鏇插彧浼氳BPR姝绘棤钁韩涔嬪湴銆?br />
銆??鍐ゅ眻涔嬫鏄彲鎮茬殑锛佸洜涓築PR鎴愪负浜嗛敊璇瘯楠岀殑鐗虹壊鍝侊紒涓?鐪熸閫傚悎鐜颁唬浼佷笟鐨勨?鍚嶣PR鈥濇垨鑰呪?婕斿彉BPR鈥濇墠鏄?鍚堢ǔ瀹氱粡娴庨樁娈电殑鑹瓥锛屾洿鏄竴绉嶆瘮杈冨疄鐢ㄧ殑鍔炴硶銆?br />
3.瀛ゆ敞涓?幏鐨勮祵寰掑績鎬?br />
銆??浼佷笟缁忚惀澶勪簬鍗辨満闃舵锛孊PR寮?鎴愪负浼楀浼佷笟鑰佹澘鏈?悗鐨勬晳鍛界ɑ鑽夛紝瀵笲PR鎬濇兂鐨勬祬钖勭悊瑙ｇ洿鎺ュ鑷翠紬澶氫紒涓氭妸BPR瀛ゆ敞涓?幏鍦颁綔涓轰紒涓氭渶鍚庣殑浜ゆ槗锛岃繖绉嶈祵妫嶅績鎬佺洿鎺ュ鑷翠簡浼佷笟鍙細鎴愪负闆笂鍔犻湝鐨勭壓鐗插搧锛岀畝鍗曠殑鎬濈淮蹇冩?浠ュ強鍚庡効绔ユ椂浠ｇ殑鎬濊?鏂瑰紡锛屽啣鍐ヤ箣涓鎵剧殑鍏堣繘銆佹牴鏈?褰诲簳浠ュ強鏄捐憲绛夐潻鍛芥?鐨凚PR锛岃浼佷笟鍦ㄤ韩鍙楃墖鍒荤殑楹婚唹蹇箰涔嬪悗锛屾竻閱掍箣鏃朵篃鏄紒涓氬け鍘荤敓鍛界殑鏃跺埢锛欱PR鎵?鑷寸殑涓氬姟閲嶆柊璁捐銆佸己鍒舵?鐨勭粍缁囩粨鏋勮皟鏁撮噸缁勶紝鍞暟瀛楀寲鐨勬垚鏈帶鍒讹紝缂轰箯浜烘?鍖栫殑瑁佸憳锛堝垱濮嬩汉閬撴瓑鍥犵礌涔嬩竴锛夛紝鎵?湁鐨勮繖浜涘湪鏀瑰彉骞惰儗绂讳紒涓氬師鏈夌殑鏂囧寲銆?br />
銆??瀹炴柦BPR鐨勪竴涓瀬鍏跺啝鍐曞爞鐨囩殑鐞嗙敱鏄細娌℃湁姘歌繙瀛樺湪鐨勭湡鐞嗭紝涓?垏閮介渶瑕佸彉闈┿?娌℃湁浜轰細鍚﹁杩欎釜鐞嗚鐨勬纭紝鍥犱负瀹冩湰鏉ュ氨涓嶆槸涓撻棬鏈嶅姟浜嶣PR鐨勮В閲婏紝鍙槸闅鹃亾鑳藉蹇界暐杩欐牱涓?瑙ｉ噴鍚楋紵濡傛灉浠呬粎涓轰簡鍙橀潻鑰屽彉闈╋紝閭ｄ箞瀹佽偗涓嶅彉闈╋紝鎴栬?鎹㈣繖鏍蜂竴绉嶈娉曪細鈥滀笉鍙橀潻鐨勪紒涓氭垚鍔熺殑姒傜巼浼氬緢灏忥紝浣嗘槸閿欒鍙橀潻鐨勪紒涓氭垚鍔熺殑姒傜巼浼氭洿鍔犲皬銆傗?
銆??瀹㈡埛闇?眰鐨勫彉鍖栭?搴﹀彲浠ヨ鏄彉骞昏帿娴嬶紝澶氭牱鍖栥?涓?鍖栫殑闇?眰閮藉湪瑕佹眰浼佷笟鐨勫簲鍙樿兘鍔涜繘涓?鍔犲己銆傚彲鏄紝闅鹃亾瑕佹妸杩囧幓鎵?湁鐨勪竴鍒囦笟鍔℃祦绋嬪拰鑱岃兘绠＄悊閮芥墧杩涘巻鍙茬殑鍨冨溇鍫嗗悧锛熺敤绠?崟鐨勨?鏍规湰鎬х殑鍐嶆?鑰冨拰褰诲簳鎬х殑鍐嶈璁★紝杩涜?鏄捐憲鎻愰珮浼佷笟鏁堢巼鈥濇潵瑙ｉ噴鍙橀潻鐨勫師鍥犳垨鑰呰鍙橀潻鐨勫墠鏅湭鍏嶇壍寮洪檮浼氾紝鍥犱负BPR鏈潵灏辨槸涓嶆垚鐔熺殑瀛╁瓙锛岀敤瀛╁瓙鏉ユ敮鎾戜竴涓繏涓村嵄澧冪殑瀹跺鏄偅涔堢殑涓嶇幇瀹烇紝涔熸槸閭ｄ箞鐨勮浜哄績瀵掞紒
銆??褰撹祵寰掓妸鏈鑷繁娣辨?鐔熻檻鐨勯棶棰樹笉璐熻矗浠诲湴浜ょ粰涓?釜骞肩鐨勫瀛愭椂锛屼粬鏈川涓婂凡缁忔斁寮冧簡鑷繁鐨勬潈鍒╋紝閭ｄ箞绛夊緟浠栫殑鍙兘鏄け璐ャ?
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