1. Reorganization of business processes and the relationship between business process management
1990, the United States of MIT Professor Hammer first proposed the concept of business process reengineering. BPR is "to transform business processes for the centre and object to customer needs and satisfaction as the goal, the existing business processes fundamental rethinking and radical redesign, the use of advanced manufacturing technology, information technology and modern management Means to achieve the maximum technical and functional integration of the functions of management integration in order to break the traditional functions of organizational structure, the process of establishing a new organizational structure, in order to achieve corporate operating costs, quality, service and speed and so on The tremendous improvement. "
business process management is the in-house set up a concept, this enterprise is the ongoing process to standardize management of the process. The BPR relatively enterprises to do is a very extreme changes, general business done in the BPR always hope that when the depth of change, is to create a new organizational structure. business process management not the same, as a management approach for enterprises to manage the process, mainly the business processes of enterprises to do a comprehensive analysis to identify which processes of enterprises is very important, which processes the enterprise is not important, then These processes to design, description, final adoption of these technologies on IT processes to support real-time. So business process management is based on constant change. Relatively speaking, BPR is recycled, the enterprise as a whole, even including basic organizational structure, have made great changes, so a high risk of BPR project.
business process management is an ongoing activity, it is necessary to establish an internal management mechanism. This is the management mechanism in the BPR after a one-time conversion, it was continuing to improve this function. Can be described as such: business process management is a long road, which is uphill, turning, downhill, such as constantly changing, and it is one of the BPR Taiguai Wan. No matter the size of the entire process is business process management, process management are, among these major changes as BPR.
BPR in a short period of several years of history, their application status has always been mixed. As Rosenthal and Wade said: "With great success and great failure."
On the one hand, from the start thinking of the BPR on its advanced nature and the complete transformation of enterprises has attracted the attention of many, become a concern in Europe and America and the world's hot spots. Data show that about 70-75 percent of the U.S. and European companies are planning to the implementation of BPR, many more enterprises through BPR has made gratifying achievements. For example, Ford Motor Co., AT & T, IBM, Italy, BAT, the German company Siemens Nixdorf Service, etc. In addition, there are many companies in Asia have accepted this idea, many of them farmers like Thailand and China Bank of Thailand, Taiwan's largest electrical and mechanical industry forever The success of companies such cases. Some people predicted that it will become the mainstream of the future corporate management. However, on the other hand, BPR also seen examples of the failure, according to statistics 70 percent of the BPR five years after the project failed. Faced with such a high failure rate, we have to seriously think the reason.
BPR how to measure the success or failure in practice is a complex matter, it can not be fully quantified as inputs and outputs, have not a fixed set of standards, but, once found signs are as follows:
◎ production instability
◎ production will be under
◎ staff morale depression
◎ rise in the cost of human resources management
◎ corporate profits less than the recent
Then companies will be forced to raise awareness and reflect on the entire process of its reconstruction, failure to find the reasons, the right remedy.
Here, we sum up the following reasons for the failure of BPR and advice:
1) Optional misuse the timing and conditions for reconstruction
Enterprises do not always need to conduct a thorough reconstruction. Although BPR is the implementation of high-yield projects, but also accompanied by huge risks, enterprises must therefore be clear reconstruction of the motive, select the best reconstruction of a good business opportunity. Usually have the following three conditions:
◎ enterprises in trouble, turnover and market share dropped substantially, have a serious loss of face crisis of survival, at this time, the staff will meet strong, and willing to bear the additional reconstruction work.
◎ major competitors to take advantage of the reconstruction, rebuilding of the enterprise, more than rivals to become the benchmark.
◎ enterprises premonition that a new technology to produce enough to change the rules of competition in the market, the use of the new rules, the redevelopment process, to create a competitive advantage.
2) misuse optional part of the reconstruction process
Reconstruction process can not be all out, we must first of all the processes, select the most prominent problem or part of the core areas for redevelopment, and how to determine such a link, is a hard work. In a detailed analysis, we must consider the following questions:
◎ whether this process of enterprise development has become a "bottleneck" »
◎ the reconstruction process after the companies could resolve the crisis facing »
◎ This process the probability of successful reconstruction of what »
◎ the reconstruction process how serious the consequences of failure »
3) ignored the top-down and bottom-up leadership change
Reconstruction of enterprises, must be authoritative leadership, he has on the whole process from top to bottom of the responsibility and at the same time, as a team operation, in addition to a maximum charge of the leadership, but also the needs of all employees take the initiative and creativity of Cooperation.
4) the wrong understanding of IT's role in the BPR
BPR will be equivalent to the IT is wrong, and neglected the role of IT is also wrong. The real value of information technology is that it provides the necessary tools and instruments, making people have the ability to break the traditional rules and creating new ways of working, thus bringing vitality to the enterprise.
5) BPR the immature
So far, BPR is only a thought, and can not be called a theory. As a theoretical innovation, BPR is far from being mature, the BPR inherent mechanism and the nature of the deep level of understanding is far from being established. Moreover, the theory advanced, revolutionary thinking and practice can not bring success. Method system is not sound, analytical tools were not effective, are hampered in practice BPR success factors. Therefore, there is an urgent need to establish the method of BPR, BPR on the implementation strategy, including the development of B PR flow analysis model and standardized procedures, organizational structure BPR system and management structure, which is guiding the successful implementation of BPR project, is fundamental to BPR theory The need to mature.
6) BPR inherent defects
BPR greatest feature is "fundamental" and "thorough", but also poses its own can not overcome the deficiencies. If the enterprises will BPR as a management revolution the only way, it often will fail.
On the other hand, enterprises in the implementation of the BPR also must pay attention to continuing to improve, because the reorganization process, must go through a period of adjustment and improvement, to achieve the harmonious unity. BPR enterprises as if to complete the implementation of a qualitative leap in how to consolidate this result, the accumulated amount needed.
In short, is a six-point lead over the main reasons for failure of BPR, the former four-point is important, but the BPR immature and its inherent defects are also gradually arouse people's attention, many scholars are committed to this kind of research, to establish From a system, practical approach system to facilitate BPR from theory to practical changes.
2. BPI (business process integration)
BPI (business process integration): The business processes as the center is responsible for enterprise and legacy systems and applications of coordination between the link to the application of automated business processes to provide intelligent handling of tools; business process integration is a set of automatically And the processing components / services as well as the implementation of end-to-end coordination and cooperation with the trading activities of the work / tasks to achieve the required results of the operations or achieve business goals, business activity monitoring (BAM) is also an important business process integration Components.
The evolution of integration technology has experienced more than 10 years of time and produced several generations gradually from immature to mature BPI technology for enterprises growing commercial value. Below the BPI technology to the evolution of a brief description:
In the 1960s to the 1970s, the enterprise applications are mostly used to replace repetitive work of some simple design. At that time, and did not take into account the enterprise data integration, the only goal is to use the computer instead of isolated, physical nature of the work session.
In the 1980s, started to expand the scale of enterprises, businesses and the growing complexity of data, some companies started to realize the value of application integration and the need for many companies trying to technical personnel in the enterprise system as a whole under the guidance of the concept already exists on the application Re-design in order to integrate them. At this point, point-to-point (Point-to-Point) of integrated technology began to appear in various application systems through their different interface simple point-to-point connection, and the sharing of information and data.
The late 1980s and early 1990s, with the further expansion of business scale, applications continue to increase, the simple point-to-point connections have been difficult to meet the growing requirements of the application integration, enterprises urgently need a new integrated approach: It is less Write code, do not have to spend huge amounts, it can be all kinds of old applications and integrate the new system. EAI technologies emerge to a certain extent, solve these problems, using CORBA / DCOM, MOM (MOM) technology, to achieve the enterprise information integration, and promote the further development of the enterprise.
In the mid to late 1990s, the rapid development of business enterprises and the integration of e-commerce and application integration solutions to a higher demand, limited to information integration EAI integration difficult to achieve Business Process automatic processing, management and Monitoring, based on business process integration (BPI) integration technology to become more suitable integration options. BPI integration technology through the realization of the enterprise business process management of a comprehensive analysis, to meet the enterprise with customers, partners and business needs, end-to-end business processes, enterprises inside and outside the smooth flow of data, information and business flow. BPI integration technology is currently integrated technology the mainstream of development.
At present, the third generation of integrated technology being integrated technology evolution: that is, according to the characteristics of integrated technology industry, launched the pre-construction industry based on the integrated package, advance the common resolve trade issues, so as to shorten the integrated project development cycle.
Figure 4 EAI technology evolution diagram
BPI (Business Process Integration, business process integration) covers the EAI and business process management / BAM concept, it achieved across different applications, personnel, cooperative partnership between business processes and information management, a graphical process modeling, model-driven Business process management, management system, staff and partners, top-down model, the overall visibility of the status process, the process model and abnormal time management, business process analysis and business process intelligence, dynamic feedback and Business processes adapt to the dynamic ability to support Web Service, and other core competencies. Enterprises can streamline business processes so that it easier to reuse, management, monitoring and expansion, so that enterprises can be more efficient and more economical to integrate internal systems and external partners to the business cost savings, increased rate of return on investment (ROI).
Compared with the EAI framework, based on BPI's second generation of integrated technology advantage lies in the support of business processes. BPI integration process from the start, is the top of the integrated approach and focus on major EAI application layer and data layer of integration, from the bottom of the integrated approach. Data and application integration for the EAI technology greatly reduce the cost of previous point-to-point integration and provide a powerful source middleware platform, but it adapt to the new business model of limited capacity, the enterprise business processes to support capacity-decision Its ability to compete in the limitations and the BPI technology to process as the center, and covers the EAI technology and smooth the core business processes, provide real-time error detection and management, automated exception management so that enterprises with end-to-end visualization capabilities And can adapt quickly to market changes.
3. business process management and the distinction between work flow
The concept of a work flow than business process management early, it originated in office automation, can be traced back to the end of the 1960s and early 1970s. It stressed that the business process automation, without too much artificial interference in the course of business, with more than.
The concept of business process management in Michael Hammer, James Champy, Tom Davenport, and H. James Harrington, and some other people in the early 1990s, the process of reconstruction and improvement on the basis of the concept, which stresses the process, but no matter what Process. Business process management including business process analysis, planning, design, implementation, operation, monitoring, and simulation aspects. In contrast to the work flow, it is more of the concept of management and organization, and work flow will focus on the technical level of implementation and operation of business processes. From this point of view, the work flow can be said that the business process management subset. Based on these two concepts, there are workflow management system (Workflow Management System) and business process management system (Business Process Management System).
The difference between these two systems lies in workflow management system can only be defined and running business processes, does not consider the optimization of business, and business process management system can monitor the operation of business processes and business process analysis and evaluation of performance, while achieving and Integration of various software applications.
The following table shows a number of traditional work flow solutions and business process management distinction. Individual work flow is not business process management.
business process management added many new features and requirements for far more than the work flow automation. These new capabilities ensure that enterprises can identify a much wider process, and through the front of modular, analysis and optimization of business processes marked the life cycle. The use of business process management, so that continuous improvement process has become reality
Figure 5 business process management and EAI, as well as the relationship between the WFA
4. business process management and the relationship between the ERP system
"Certain enterprises invested heavily in the implementation of the ERP system failure" and "certain corporate ERP on-line, a lot of problems not only have not been effectively resolved and the more complicated." Like this on the ERP implementation and application of the negative news in China Users in the industry has long been Xianguaibuguai. The implementation of ERP system is an extremely complex project, and how to ERP systems and enterprise production and management concepts to real integration, even the difficult problems facing enterprises, many of the implementation of the ERP system for enterprises of the ERP system are difficult to control deep Have feelings.
In recent years, Europe and the United States on business conducted a survey has found that in the ERP and other information on the companies, 80 percent to reflect if giving them a chance to do ERP, they will be the first to optimize production and management Process.
Manufacturing enterprises in the business process is one of the three sides: the information flow, logistics and chain responsibility. Information flow is the logistics command and control system. Logistics is the value of physical mobility. Responsibility for all business processes is linked owner of the duties of the association. The ERP system has been used for businesses, ERP is the application of information technology information flow, business is an integral part of business processes, business process management is one of the elements. ERP business processes must be suited to management status, must be conducive to the improvement of business process management. Therefore, ERP software and process management can not be separated, business process management business success is the cornerstone of the implementation of ERP.
Similarly, business process management is the cornerstone of other information systems.
