BPR在曼哈顿银行案例分析(英文版）

BPRandperformanceimprovement351BusinessProcessManagementJournal,Vol.8No.4,2002,pp.351-363.#MCBUPLimited,1463-7154DOI10.1108/14637150210435008BusinessprocessreengineeringandperformanceimprovementThecaseofChaseManhattanBankNamchulShinSchoolofComputerScienceandInformationSystems,PaceUniversity,NewYork,USA,andDonaldF.JemellaJ.P.MorganChase&Co.,Brooklyn,NewYork,USAKeywordsBPR,Informationtechnology,Performance,ImprovementAbstractPreviousresearchershaveinvestigatedtheprinciplesofbusinessprocessreengineering(BPR)andhowfirmsapproachthisprocess.However,previousresearchmakesnodistinctionamongBPRprojectsindifferentorganizationalcontexts.ThepresentresearchinvestigatestheBPRmethodsbestsuitedforfinancialinstitutions.BasedonacasestudyconductedinChaseManhattanBank,thisresearchattemptstoprovideguidelinesforBPRprojectsinfinancialinstitutionsthatwillhelpthemachievedramaticperformancegains.ChaseBPRprojectsincludefourphasesencompassingawidescopeofactivities:energize,focus,invent,andlaunch.AsseeninChaseBPRprojectssuchase-funddisbursementcardsandservicechargereengineering,theseeffortsresultedinnewproductsandservicesinadditiontoproducingdramaticincreasesinrevenueandoperatingsavings.IntroductionInformationtechnologyhasprofoundlychangedthewaywedobusinessduringthepastdecade.Businessprocessreengineering(BPR)offersonemethodformanagingthischangewhileatthesametimemakingitpossibletoachievedramaticgainsinbusinessperformance.However,notallBPRprojectshavebeensuccessfulinachievingdramaticperformancegains.Thecontinuingdemandforbusinessprocessimprovementshasresultedinaproliferationofconsultants,methodologies,techniques,andtoolsforconductingBPRprojects(Kettingeretal.,1997).ThisfloodofBPRmethodologieshasoftenleftBPRprojectplannersconfusedaboutwhichmethodsarebestsuitedtotheirneeds.ThislackofconsensusonBPRmethodshasresultedinmanyunsuccessfulBPRprojects.PreviousresearchhasinvestigatedtheprinciplesofBPRandhowfirmsapproachthisprocess(Hammer,1990;HammerandChampy,1993;Earl,1994;Davenport,1995;KettingerandGrover,1995;StoddardandJarvenpaa,1995;Harknessetal.,1996).However,theelaborationofthesegeneralprinciplesmakesnodistinctionamongBPRprojectsindifferentorganizationalcontexts.ThecharacteristicsofBPRprojectsinfinancialinstitutionsdifferfromthoseofamanufacturingfirmsbecausebusinessprocessesforfinancialinstitutionsareTheresearchregisterforthisjournalisavailableat://(1997),BPRprojectsdifferintheircharacteristics,andvaryingprojectcharacteristicscallfordifferingmethodologicalchoices.ThisresearchinvestigatestheBPRmethodsbestsuitedforfinancialinstitutions.BasedonacasestudyconductedinChaseManhattanBank,itattemptstoprovideguidelinesthatwillhelpBPRprojectsinfinancialinstitutionstoachievedramaticperformancegains.TheconceptofBPRTheconceptofBPRistobring``radicalchange,fast’’tobusinessprocesses.TheobjectiveoftheChaseManhattanBPRwastogainanunderstandingofseveralkeyelements:Whycompaniesreengineer.Whatreengineeringisandisnot.Howreengineeringisdifferentfromprocessimprovement.Wewillbrieflyfocusoneachofthesekeyelements,andthenturntotheirimpactonreengineering.WhycompaniesreengineerCompaniesreengineerforavarietyofcompellingbusinessreasons.First,managementdeterminesthatasignificantgapexistsbetweenactualanddesiredresults,creatingabusinessproblem.Attimes,seniormanagementtranslatesthisbusinessproblemintoprocessperformanceproblemsandopportunities.Thisallowsthecompanytofocusonfundamentallytransformingthetargetprocess(es),thusimprovingbusinessresultsandsolvingtheproblem.Atthisearlystageofidentifyingtheneedforradicalchange,seniormanagementcommitmentandsponsorshipisessentialinmakingthedecisiontoreengineer.Traditionally,nearly70percentofallreengineeringprojectsfail.Thatextremefailureratehasoftenbeenascribedtolackofseniormanagementsponsorshiporfailuretomakeanongoingcommitmenttothetoughmanagementdecisionsneededtoeffectthesechangestotheworkenvironment.WhatreengineeringisandisnotBydefinition,reengineeringis``radicalchange,fast’’.Reengineeringisafundamentalrethinkingandtransformationofanintegratedsetofbusinessprocesses.AspracticedatChase,reengineeringrequiresnotonlyaredesignofbusinessprocessesbutaconcurrentexaminationandredesignoftheinformationtechnologiesandorganizationthatsupporttheseprocesses.Therearetwoprovenproblem-solvingtechniques:analyticalandcreative.Chasebelievesthebestresultsareattainedwhenthetwomethodsareusedinparallel.Understandingthatprocesstransformationisultimatelyaboutdoingworkdifferentlyisthekeytosuccessfultransformation.Hammer(1990)putsitmoresuccinctly:``Reengineeringisrethinkingwork’’.BPRandperformanceimprovement353Frequentlythereisconfusionaboutwhatreengineeringis–andisnot,andhowitdiffersfromprocessimprovementor``quickhits’’.TheChasemodelcanbesummarizedasshowninTableI.HowreengineeringisdifferentfromprocessimprovementTypically,processimprovementsfallintot