【作者】 陈晶晶；

【导师】 巩顺龙；

【作者基本信息】 吉林大学 ， 企业管理， 2013， 硕士

【摘要】 制造业对一个国家经济的发展起着至关重要的作用，是经济发展的命脉。我国的制造业目前正处于转型期，存在很多问题。随着国际竞争的日益激烈，我国制造企业原有的组织结构和复杂的业务流程已无法应对所面临的挑战。面对市场和经营环境的变化，制造企业必须调整、改造企业的组织结构和业务流程，构造流程这一竞争优势，改善企业经营绩效。A企业从2009年起开始业务流程体系建设工作，到目前为止取得很多成果，公司的业务流程得到很大完善，大大提高了公司的经营效率和运营结果。作为国有大型制造企业的代表，A企业在流程管理方面存在很多国有制造业企业普遍存在的问题，以它为例，将其流程体系的建设和优化过程推广到其他国有制造业企业中，促进这些企业业务流程管理工作的改进，是可行且十分必要的。本文以A公司流程体系建设的过程为例，在流程管理和流程再造思想的指导下，对国有制造业企业流程体系的梳理和规划工作进行了简要介绍，以期为国有制造业企业业务流程体系的建设提供参考。主要完成的工作有：1.分析了国有制造业企业目前在流程管理方面存在的共性问题，一是企业目标与计划导向过强，忽略客户需求，缺乏以市场为导向的管理经营机制；二是企业内普遍存在组织机构臃肿、官僚作风严重的现象，信息传递效率低，市场响应速度较慢；三是制度过多且缺乏实效性，员工无法依靠其顺利执行流程。2.利用业务流程体系的评价要素，对A企业变革前的业务流程体系整体和关键业务流程分别进行了评价，指出其需要改进的地方。3.对A企业进行了流程体系的规划，具体介绍了如何规划公司级业务流程和主业务流程，并以财务管理流程和市场营销流程为例，介绍了如何进行子单元流程的规划。4.A企业作为国有制造企业，其管理模式与其他类型的企业不同，因此在进行流程建设工作时，也会面临大型国有企业所特有的一些问题。本文总结了其在业务流程体系建设过程中的一些经验，希望能得到该类企业管理者的重视。国有制造业与外企不同，计划经济的过去给其带来了独特的管理模式，流程建设这项变革在国有制造业企业中进行并不容易。只有通过各级领导亲自抓流程建设、确立业务流程建设机制、增强所有员工的流程意识、认真组织流程评审和审核，才能督促该项工作的顺利实施。流程建设是一个漫长的过程，而且应该是动态的，不断地进行改善。随着公司业务量不断的增加，对外投资业务的不断拓展，关联交易的不断增多，公司的管理也会不断的发生变化，需要不断的改进，不断的完善，而完善的过程是一个艰苦的过程。只有立足实际，脚踏实地的采用科学的方法进行改变，才能最终将企业带入科学管理的行业，才能使流程成为企业持续的竞争优势。更多还原

【Abstract】 Manufacturing industry plays a vital role in the economic development of acountry and is the lifeblood of its economic development. China’s manufacturingindustry is currently undergoing a transformation, where there are many problems.With the increasingly fierce international competition, China’s existing organizationalstructures and complex business processes of manufacturing enterprises have beenunable to cope with the challenges faced. Facing changes in the market and thebusiness environment, manufacturing enterprises must adjust the transformation of theorganizational structure and business processes, using tectonic processes of thiscompetitive advantage to improve business performance.Company A started the establishment of business process system from2009onwards, so far having made a lot of achievements. The company’s business processeshas been greatly improved, greatly improving the company’s operating efficiency andresults of operations. As representative of the large state-owned manufacturingenterprises in corporate process management, company A has common problems inmany state-owned manufacturing enterprises. So the construction and optimization ofthe process system can be extended to other state-owned manufacturing enterprises topromote the business process management improvement.Taking company A’s process system process as an example, we use processmanagement and process reengineering theories to do a brief introduction of thecarding and planning of business process system of state-owned manufacturingenterprises, hoping that state-owned manufacturing enterprise can use this as areference. In this paper we mainly complete the work in below:1. Analysis of the state-owned manufacturing enterprises common problems inprocess management, such as corporate goals and plans oriented, customer demandignored, the lack of a market-oriented management and operation mechanism; organizations are prevalent in the enterprise bloated, bureaucratic phenomenon,information transmission efficiency is low and is slow to respond to the market; toomany systems and the lack of effectiveness, so the staff cannot rely on its smoothimplementation process.2. Using business process evaluation elements to value company A’s businessprocesses before the system changes. And the system as a whole and key businessprocesses were evaluated, and pointed out areas for improvement.3. Introduction of company A’s system planning process, specifically how to planfor company-level business processes and the main business processes. Takingfinancial management processes and marketing processes as an example to analyze asub-unit process planning.4. As a state-owned manufacturing enterprise, the management mode ofcompany A is common with other types of businesses, thus making the process ofbuilding work face some of the issues specific to large state-owned enterprises. Thisarticle summarizes some of the experiences in the business process system process,hoping to get the attention of such business managers.State-owned manufacturing and foreign companies, the planned economy in thepast to bring its unique mode of management, the process of building this change instate-owned manufacturing enterprises is not easy. Only through the smoothimplementation of the leadership at all levels take personal charge of the processconstruction, building mechanisms established business processes, and enhance allprocess awareness, seriously organize the review and audit of the process, tosupervise the work. Process development is a lengthy process, and should be dynamic,constantly improve. With the constantly increasing volume of business, foreigninvestment business continues to expand, the growing number of related partytransactions, the company’s management will continue to change, the need forcontinuous improvement, continuous improvement, and improvement process is adifficult process. Only based on practical, down-to-earth scientific methods can wemake changes in order to ultimately enterprise into scientific management industry, inorder to make the process sustainable competitive advantage.更多还原