Study On Implementation Strategy And Methods Of Business Process Reengineering Based On Influencing Factors Of Process

"Business Process Reengineering"(BPR) is a new management technology, which initiated and widely spread in the western business world in the 1990's,and it is employed for enterprise to survive and develop in the economy globalization and ever-changing market. And in no time BPR prevails in the whole world, and it is also introduced to China, where it has played an active role in improving the performance of enterprises. However, since it has a shorter history in China, there exists a larger gap between China and the western countries in the understanding of theory, implementation strategy, and relevant means of BPR. In order to tap the potentials of China's enterprises, the papers makes a deep research on theory and application of BPR in the domestic and overseas. And based on a BPR project in Company H, it makes the discussion over the implementation strategy and means of BPR. And it obtains such research results as follows:Firstly, based on analyses of influencing factors on efficiency of business processes, it illustrates the relationship between business and strategy, organizational structure, human resource, and technology, etc. As to the approach of influences of relevant factors on process, the paper discusses a basic thought to implement business process reengineering, and put forward an integrated solution involving strategy planning, business process, and organizational facilities. Secondly, based on discussions on strategy-orientation of BPR, it makes a research on implementation strategy and approach of strategy-oriented BPR. And it indicates that strategy and decomposition of strategy goal are the foundation of BPR and determine the direction of BPR, and that identification and choose of reengineering objects depends on corporate strategy, which is one of important stage in BPR. The paper also discusses the means how to perform a strategy-oriented BPR program: it makes comparisons and analyses on application of Critical Success Factors (CSF), Proportion Analysis, Importance and Performance Matrix in selections of processes objects to be reengineered, it also lays emphasis on the application of Quality Function Deployment (QFD) into BPR implementation for the "bottleneck" activities in the selected processes.Thirdly, to remove the obstacles brought by "functions-oriented organizational structure", the paper points out that organizational structure is only indication of internal business processes, and any improvement or reengineering of processes will lead toorganizational transformation. It concentrates on BPR-based organizational transformation tools and means: a process model should be established at first since it's the foundation to analyze and optimize organizational structure in BPR implementation, and then a time-value model is introduced to make the qualitative and quantitive analyses on performance of singular process. On the basis of activities optimization of the related process, the paper can put forwards specific approaches for position adjustment and organizational transformation.Finally, the paper makes discussions on the implementation of BPR project in Company H. On the basis of research results mentioned above and overall investigation in Company H, we have succeeded in establishing its process management framework. Together with strategy diagnosis and organization diagnosis, we put forwards the approaches of BPR in Company, choose the right reengineering objects, redesign or optimize the process, put the reengineered processes into practice, and obtain the satisfactory outcomes.