【作者】 张斌；

【导师】 张旭梅；

【作者基本信息】 重庆大学 ， 工商管理， 2008， 硕士

【摘要】 作为一家国有电力企业,DL公司为顺应地方经济社会发展需求和国家电网公司的统一要求,正在建设“一强三优”现代公司,由于底子薄、基础差,实现目标任务,公司发展面临着巨大的挑战,唯有采用先进的管理思想,加快改革和发展,实现跨越式发展才能建设成“一流”企业。业务流程重组、标杆管理和战略联盟被誉为当今的三大管理思想。在实际工作中DL公司采用了业务流程重组和标杆管理两大管理方法,如何把标杆管理和业务流程重组两种管理思想结合起来,更好地发挥整合应用效果,创造更大的管理和运营绩效,是本文要研究解决的问题。本文基于这一目标,通过对标杆管理和业务流程重组理论的研究,以及DL公司应用这两种管理方法的情况分析,探讨了标杆管理在DL公司业务流程重组中的应用策略和方法。论文首先分析了问题提出的背景及研究意义,并对标杆管理和业务流程重组理论及其内涵作了简要介绍,分析了标杆管理和业务流程重组对提升企业管理及运营绩效的价值,为后面的深入研究打下了理论基础。其次,论文分析了DL公司实施创一流同业对标和开展经营战略咨询项目实施业务流程重组的相关情况,讨论了开展两项工作的具体方法,取得的经验和存在的问题,并提出了一些解决问题的意见,为探讨标杆管理在业务流程重组中的应用做了铺垫。最后,通过理论研究和案例分析,探讨了标杆管理在业务流程重组中应用的策略、方法和途径。指出最佳业务实践是标杆管理和业务流程重组的结合点。最佳业务实践既是最高的标杆,又是重组业务流程要达到的目标。分析最佳业务实践的关键成功要素是进行业务重组的基础;信息技术是标杆管理和业务流程重组从管理思想走向管理实践的重要手段。并把标杆管理在业务流程重组中的应用概括为:确定“标杆企业”或“标杆值”、设计业务流程、构造团队、实施改进、评价与提高、持续改进等六个环节。本文的结尾对标杆管理在业务流程重组中的应用这一渐进、持续的企业变革方式进行了总结,分析探讨了在实施过程中应注意的几个问题,为DL公司持续推进管理创新和业务流程重组提供了思路。更多还原

【Abstract】 DL is a state-owned power company. In order to satisfy the needs of local economic and social development and requirements of State Grid Corporation, DL is building "One Strong & Three Excellent" company. DL faces enormous challenges to achieve the goal, due to poor foundation. Only by adopting advanced management thoughts, speeding up the reform and development, achieving development by leaps and bounds can DL to become a“first-class”company. Business process reengineering, benchmarking and strategic alliances are regarded as the three major management thoughts. DL has carried out business strategic consultant and benchmarking in the same industry, adopting two of the three management thoughts mentioned above. How to combine benchmarking and business process reengineering effectively to get better integration application results and optimize management and operations performance are the issues this article intend to solve.Through studies of benchmarking and business process reengineering theory, as well as analysis of application of these two methods in DL, this article studied the strategy and methods of the benchmarking in DL.First of all, this article analyzes the background of the problems and significance of research, introduces briefly the theory of benchmarking and business process reengineering, and calculates the value of performance that benchmarking and business process reengineering can enhance. All these work construct a theoretical foundation for the further study.Secondly, the article analyzes the implementation of benchmarking build first-class in the same industry and business strategy consulting projects related to the business process reengineering carried out in DL. It also discusses the specific implementation ways, the experience already gained and the existing problems, to solve these problems it proposes some solutions which pave the way for implication of benchmarking in the business process reengineering.Finally, this article studies the methods and means of benchmarking applied in the business process reengineering by theoretical research and cases study. It points out that the best business practice is union of benchmarking and business process reengineering. The best business practice is not only the highest requirement but also the goal business processes have to achieve. The analysis of key elements to successful best business practices is the basis for business process reengineering. Information technology is an important mean that make benchmarking and business process reengineering from thoughts to implantation. It summarizes benchmarking applied in business process reengineering as follows: determine the "benchmarking enterprise" or "benchmark value", business process redesign, reconstruction team, improve the implementation, evaluation and improvement, continuous improvement.In the end, this article summarizes this gradual and continuous way of reform applied in business process reengineering. Also it analyzes some issues that should be noted in the implementation. This article offered ideas for the continual innovative management and business process reengineering to DL Company.更多还原