武汉电信业务流程重组实施的分析和改进

华中科技大学硕士学位论文武汉电信业务流程重组实施的分析和改进姓名：高正喜申请学位级别：硕士专业：工商管理指导教师：胡蓓20050411IIIAbstractBusinessprocessreengineering(BPR)referstofundamentalreengineeringandbasicconsiderationoftheenterprisebusinessprocess,inordertomakearemarkableimprovementincost,quality,serviceandvelocityetc.Itisamodernproductionandoperatingenterpriseenvironmentwiththecharacteristicsofchange,competition,andfitinwithcustomersintofullplay.BPRwasintroducedspreadlikeastorminEuropeandAmericanintheendofthe20thcentury,whereas,itwasintroducedinsuccessioninChinainrecentyears.InAugust,2004,theBPRwasbroughtintoeffectentirelyinWuhantelecom,whichconsistsofeightprocesses,namely:regulationofframeworkoforganization,importantormajorcustomer,commercialcustomer,publiccustomer,chargeaccountaffairs,allocateofresources,rollinginvestmentandappraisalofperformance.Asalarge-scalelocaltelephoneoperationalcommerce,Wuhantelecom,whetheritisnecessarytocarryoutBPR,whattheeffectwillbeobtainedorachievedafterreengineering,andhowtomakeafollow-upimprovementandbetterment?Alltheseproblemsmentionedhereareworthpayingcloseattentionto.Thegoalofthispaperistopresentsuchanunderstandingandresearch.Firstly,ThenecessityofimplementingBPRwasprovedinmacromicroandinternalenterpriseenvironmentaswellasthedevelopmentstrategyofChinatelecommunicationcompanygroup.themainideology,characteristicsandhistoricalbackgroundofBPRwererecommendedbriefly.Then,thecontentsofeightcoreprocessesofWuhantelecomsBPRwereexpoundedatsomelength.Secondly,themeasuresandmethodswereinterpretedwhichareadoptedbycarryingoutBPRinWuhantelecom.Theconclusionsthatweobtainedinthispapermaybedividedintotwoaspects,theoneisqualitativeside,andtheotherisquantitativeone.Intheviewofthequalitativeside,themeasuresthatstabilizeemployeeranks,givefullplaytomiddle-levelmanagerialpersonnel,introducingBPRadvancegraduallyindueorder,ensuringoperationalstylization,etc,whichareadoptedduringthecourseofbringingBPRIIIintoeffectareappropriateandeffective.Intheviewofquantitativeside,in2004,Wuhantelecomhadmadeaprogresstovaryingdegreesintheindexsuchascustomersatisfaction,marketoccupationratio,profitandbusinessrevenueetc.AllofthesegavethefactsthatitiseffectivebyintroducingintoBPR.Simultaneously,theinsufficienciesofputtingBPRintoeffectwerepointedout.Theresultssuggestedthatitisrightinthedirectionofstrategyinpreliminarybuildingupthenewtypeoperationalmodeof“marketisthenavigator,customeristhecenter,profitabilityisthetarget”.However,BPRisasystemsengineering,whichwiththecharacteristicoflong-term,itisverynecessarytoconsummateitunceasinglyintactics.Finally,thispaperpointedoutsomemeasuresmightbetakenwhenimplementingBPRduringtheprocedureofchangingfromtraditionalbasicnetworkoperationalcommercetomoderncomprehensiveinformationservicecommerceinpresentofChinatelecommunicationcompanygroup.Thesemeasuresconsistofimplementingstationnetwork,incrementservice,No.1000inquiriesandfixedassetsadministrativeprocess.InordertomakeBPRbetter,itisverynecessarytoperfectthesystemitselfofcompensationandincentive,andintegratedpromotingtheITsupportsystem.Keywords:WuhantelecomBusinessprocessreengineering(BPR)AnalysisandImprovement111.121.2BPRMITMichaelHammerCSCIndexCEOJamesChampyReengineeringWorkDon’tAutomateButObliterateBPR“BPR”BPRBPR1993HammerChampy“ReengineeringtheCorporation”ITHammerChampyThomasDavenportHammerChampyCoreAdvantageandProcesses3HammerandChampy1.2.1BPR451.2.2BPR671.3BPRBPRBPRBPR1.182BPR2.1[4]2.1.192.1.2102.211122.32.3.1132.3.21415163BPR17183.11914100003.120213.2221.2.3.4.5.6.7.SLA231.2.3.4.5.16.5.2975.35.47.129734243.3253.43.4263.512ABCABC3273.6SLASLASLACAPEX28=+++++20%==1=1293.7301./2.3.4.1112-1///KPIKPI//3132334BPR4.1344.2354.336Hammer&Champy374.412111384.54.639405BPR5.141123SLA45SLA5.1424344455.246475.3IT48(EPP)EAICRMBSS10000112180OSSERPOA495.4BPR505152[1]..:,2005:136[2]..:,2002:40[3]PhilipKotler,GaryArmstrong..:,2003:13[4],..:,2001:15[5].—.:,2004:60[6]..2002:6[7],,..:1999:153[8]BPR.BPR101.2002:9-10[9]..2004:6[10]..2004:17[11]..2002:272[12]LarryBossidyRamCharan..:,2003:117[13]..:2004:233[14]..:,2005[15]..:,2003[16]RJ..:,2003[17],..:,2003[18],,...:,2004[19]S,R...:,2003[20]..:,199953[21]..:,2003[22]P..,.:,2003[23]..:,2003[24],,..:,2001[25]..:,1989[26]..:,1999[27].IP.:,2000[28]..:,2001[29],,.-.:,2004[30]PhilipKotler...:,2003[31]..2003[32]..,2004[33]Hutheesing,NikhilSpeakingwithOneVoiceForbesWeek,September23,1996[34]Watterson,KarenADataMiner’sToolsBYTE,1995.4[35]Phillips,BenIceService’sDataWarehouseGoeswiththeFlowPCWeek,1996.1:8[36]Chandler,SusanDataIsPowerJustAskFingerhutBusinessWeek,1996.6:16[37]Bounds,Greg,Lyle,MelAdamsandGipsieRanneyBeyondTotalQualityManagement:TowardtheEmergingParadigmMcGraw-Hill,NewYork,1994[38]MichaelHammerReengineeringWork:Don’tAutomate,ButObliterrateHarvardBusinessReview,1990.7:5[39]MichaelHammer,JamesChampy.ReengineeringtheCoporation.Harperbusiness,1994[40]ColleyJohnL.CoporateStrategy.McGraw-Hill,NewYork,2002[41]ThomasHDavenportProcessInnovation:ReengineeringWorkthroughInformation54Technology,HarvardBusinessSchoolPress,1999[42]MichaelHammer,StevenStantonHowProcessEnt