BPM企业流程重建论文(英文版)(doc 32页)

BPM企业流程重建论文内容摘要：
A report to Engineering and Scocial Science Research Council, UK
Section 1: Abstract
This report is on the recent innovations implemented by American companies in the way they manage their business and by the US government in supporting the industrial and technological base in the country. American corporations visible to outsiders are generally very large, with annual budgets running well above the national budgets of many countries, and with a range of diverse operations transcending divisional, organisational and national barriers. In responding to changes in the global market place, they are continually introducing innovations in process and product technologies and in product development and manufacturing cycles. It is difficult to enumerate, let alone discuss, all the innovations that are seen in US business today. Instead, we shall focus on innovations that are significant and generic for improving business processes. This is relevant as more than fifty percent of US firms are medium or small sized, and the general competitiveness of US industry depends on them as well. In this report, we do not discuss the recent trends in financial, merger, ROD and marketing strategies and processes. Instead, we discuss only those issues related to business processes that impact the ability of US business to meet the identified market demands in cost, quality and time.
A phrase, now increasingly in vogue, to describe the efforts in process improvements is Business Process Re-engineering (BAR). Hammer and Champ define BAR as "the radical rethinking of the business processes to achieve dramatic improvements in critical contemporary measures of performance as cost, quality and speed." This characterisation of re-engineering is often interpreted in multiple ways resulting in different models and methods of implementation of business process re-engineering. Reported failure rates of about forty to seventy percent for BAR applications in achieving stated goals can indeed be attributed to the differences in perceived definition of what constitutes re-engineering and the level of implementation.
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