| After the Asian Financial Crisis, China faced a series of problems, such as effective demand insufficient, economic growth rate glided, a large number of workers who laid off in 1997's succession. As the countermeasure, the government had put forward the policy of supporting development of small and medium-sized enterprises in a more active attitude, the governments regarded it as a focus of the work to promote the development of these enterprises since 1998. However, the management environments of small and medium-sized enterprises are relatively abominable, and their status is obvious inferior on compared with large enterprise all respects, such as scale, fund, technology, talent, etc. Therefore, a very realistic question is confronted, how can they establish in an unassailable position and develop constantly in the fierce market competition. At present, facing these pressures, such as the fierce market competition, global economic integration, rapid development of the information technology, etc., they should find an effective method to promote their management level. The great changes of living environments require new management theory and strong management tool to redesign their business processes objectively. The idea of Business Process Reengineering (BPR) is put forward at first by Dr. Michael Hammer of U.S.A. since the 1990s, when business administration take to respond to the various request of customers from the external environments, strong pressure of global fierce competition, quick rhythm of economic integration, enterprises on the other hand must perform the goals of progress, quality, investment, serving etc. BPR has attracted the abundant attention of the theory circles of various countries and business administration circle for a kind of new management thought the most, with the development of economic globalization and information technology, its studies and uses became more and more extensive. Then, whether can we promote managerial skill of small and medium- sized enterprises through BPR and how is it? To the question the paper gives the mode and the way of implementation of BPR for the small and medium-sized enterprises. First of all, the paper summarizes the relevant concept, its background and the development of the thought of BPR, and then points out ubiquitous problems in enterprise's workflow such as dividing the work too carefully, lacking customer service consciousness, overstaffing, single technical ability of staff's, repeated working etc. in organizations. The BPR put forward the train of thought completely different from looking for the breach to raise the efficiency in the past; it is the latest thought and solution that enterprises solve the efficiency problem. And small and medium-sized enterprises are the disadvantaged groups in the market economy, surviving more difficultly in the cruel competitive environment. For various reasons, their management exists a large number of problems without exception. Basing the characteristic of small and medium-sized enterprises and current situation of the development, the paper carries on microanalysis of the growth correctly, and expounds the possibility of BPR. Then, this paper compares with analyzing the two modes-- entirely redesign mode and systematized alteration mode. The former offers the way to rethink the products or the service fundamentally, zero starting point design the new process, and the latter is establishing the new process of offering the necessary output on the basis of existing process systematically after abundantly differentiating and analyzing. Considering the developing direction of the thought and the realistic business process characteristics of small and medium-sized enterprises, we think that the latter suits small and medium-sized enterprises relatively. And then the paper describes the train and procedure of BPR of small and medium-sized enterprises. Theoretically, all final purposes of the organization should be whether all activities of it are regarded in a certain way as...
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