The Research On Barriers And The Corresponding Solutions In The Process Of Agile BPR Of ChangAn

Ever since reform and opening up 30 years of rapid economic development, the automobile industry has grown rapidly. Especially, under the stimulus of Automobile industry restructuring and revitalization plan", automobile production scale was expanded by corporate mergers and acquisitions. ChangAn entered the first camp of China’s auto industry by combining HaFei and ChangHe. For corporate cultural integration, ChangAn implemented the project of output of Integrated Management.As other auto companies, ChangAn has a huge production value chain and a complex organizations. Although the corporation implemented the project of output of Integrated Management, the speed of core process, containing quality improvement and customer service, is too low to make customers satisfied. Firstly, the dissertation takes Ford for example, elaborates the experience of BPR in auto industry. Then, it analyzes the status quo of process of ChangAn, summarizes the advantages and disadvantages of current process management, and illustrates the necessity and urgency of implementation of BPR. In state-owned corporation, because of culture and leaders, the people knew deep enough for BPR, and the difficulty is relatively large. The paper analyzes the barriers in the process of NJCA BPR, containing understanding, leaders, culture, range and plan, gives solutions to solve the corresponding problems, which reproduces the agile reengineering process by taking Supervision Management Process as an example.In order to be World-class auto companies, ChangAn should look for opportunities of BPR that will make the corporation developed. The paper provides a theoretical framework and the basic ideas to resolve obstacles of BPR, which has reference value to other auto corporations in China.