The hottest BPR is not the end point of process re

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BPR is not the end point of process reengineering

process reengineering is becoming an upsurge in China, and many enterprises have begun to "rectify themselves". In contrast, the industry in which these enterprises are located has done little. Most industry authorities and head offices believe that process reengineering is the business of the enterprise itself, and it is enough to cure their own diseases. In fact, for process reengineering, the completion of business process reengineering can only be regarded as the first victory. Even if the enterprise still pursues continuous improvement, it has not really reached the higher level goal of process reengineering

bpr can be regarded as the primary stage of process reengineering. If it is intended to complete the internal renovation of the enterprise, BPR (industry PR) is a necessary preparation for achieving IPR. In the era of economic globalization, a single enterprise is unable to participate in market competition. In the market, it is the confrontation between the value chain and the value chain

when Michael Porter put forward the concept of value chain more than 20 years ago, he probably considered the relationship between lines more. However, the value chain connected in series in the form of lines takes the supply chain as the logical series relationship to a large extent. This kind of series connection can connect the advantages of each other. However, due to the changing market and sudden customer demand, the fixed series connection is either easy to lose the quickness of response, or it may lead to a crisis of mutual trust due to increased commitment. It is conceivable that the supply chain recommends using the exchange regulator to resist risks. Moreover, a single-minded value chain composed of a single supplier, manufacturer and seller may have a "marriage change" at a critical juncture due to the "change of heart" of a certain link, so the enterprise will face the risks and pressures amplified through the supply chain. In addition, the front-end links of the supply chain are easy to lose their sensitivity to the market because they are far away from the customer terminal

today, with the wide application of information technology, the value chain should no longer exist in the form of monotonous lines, but in the form of value networks. In the value network, the complex and lengthy value chain will be streamlined into a simple and flexible combination and connection of any two points. In this network, suppliers and suppliers may be suppliers to each other, and customers may be customers to each other. Moreover, the roles change flexibly according to each business, and the rigid relationship becomes a flexible relationship. The simpler the route, the higher the efficiency of the value chain, the more flexible the combination, and the greater the anti risk strength of the value chain. If an enterprise decomposes a single fixed value chain into multiple simple and flexible value chains, the value chain will be more synchronized with the market, and the enterprise will have a stronger ability to resolve market risks

if an enterprise wants to build a value network and survive and develop in the value network, its own integration degree has become a key factor. Therefore, it is far from enough for enterprises to be satisfied with their own internal process reengineering. Qian Pi's masterpiece enterprise x reengineering also tells a similar truth. Many Chinese enterprises, especially state-owned enterprises, are fat minors, and it is difficult to participate in market competition alone. Even if they do some strong work through process reengineering, it will be more difficult to really grow in the internal friction in the industry. If they can implement industry process reengineering based on BPR within the industry, push down the information gap and resource fence among enterprises in the industry, and realize the flow of resources and advantages, and rely on each other, Support together, drive the growth of enterprises with the growth of the industry, build the core competitiveness of the industry with the competitive advantage of enterprises, improve the interdependence between enterprises in the industry, and reduce the predatory occupation of markets outside the industry. It should be a blessing for both enterprises and the industry. If the integration degree of enterprises in the industry is high, a flexible and interactive supply network relationship can be formed internally, and the survival strength of enterprises will be enhanced accordingly

as far as the value network is concerned, no matter who builds the supply chain relationship with, the degree of integration of the enterprise is crucial. Only a supply chain that can quickly attract, integrate and trust each other can play the role of 1+1>2. In fact, the supply chain has evolved into a network organization, in which all links are independent, integrated and symbiotic, and the boundaries between enterprises are fuzzy. Therefore, in the supply chain or industry, we should pay more attention to the redesign and planning of shared processes that go beyond the boundaries of the enterprise. Through the real-time interaction and close integration of mutual processes, we should dismantle the boundaries among customers, manufacturers and suppliers, and drive the value network with the process. This experimental machine conforms to gb/t 228.1 (2) 010 tensile testing of metallic materials Part 1: room temperature test method; Yy/t 1504 (2) 016 test method for axial pull-out force of metal bone screws for surgical implants; Gb/t2611 (2) 007 general technical requirements for laboratory machines; Yy/t0342 (2) 002 determination of flexural strength and stiffness of bone plates for surgical implants; Y here, according to the specification and size of the sample y/t0662 (2) 008 mechanical performance requirements and experimental methods for metal bone screws on the asymmetric rib and spherical lower surface of surgical implants; Yy0017 (2) 008 "bone joint implant metal plate medical plate bending strength" and other standards form an integrated industrial process or supply chain process, which can be shared by customers, suppliers and manufacturers in real time

bpr is an endogenous organizational innovation of the enterprise. The driving force mainly comes from the internal needs of the enterprise. It can solve the problems of internal information island and resource island. IPR power comes from the backlog of external competitive environment and the pressure of customer economy. The participation of enterprises within the supply chain and the industry in IPR is more from the guidance and Inspiration of leading enterprises and the overall pull of the supply chain. BPR focuses on eliminating invalid processes and redundant links within the enterprise, while IPR is intended to seamlessly connect the value chain. Enterprises after BPR may be full of vitality, but they are incompatible in the supply chain. Enterprises after IPR support each other in the supply chain, and information flows smoothly and highly interactively in the supply network. After IPR, the visibility of the supply chain (perceived sensitivity to end customers) will be greatly improved. (end)

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