留學(xué)生essay代寫(xiě)范例：Process Benchmarking and Process Reengineering

留學(xué)生essay代寫(xiě)范例-流程基準(zhǔn)與流程再造。本文是一篇由本站代寫(xiě)服務(wù)提供的essay代寫(xiě)參考，主要內(nèi)容是講述流程基準(zhǔn)測(cè)試和流程再造都是開(kāi)發(fā)需求和設(shè)定目標(biāo)的常用方法。兩種方法都是為了改善組織的運(yùn)營(yíng)而制定的。基準(zhǔn)測(cè)試包括對(duì)公司運(yùn)營(yíng)所在行業(yè)的其他組織所遵循的最佳實(shí)踐進(jìn)行深入研究，它有助于將組織的活動(dòng)分解為流程運(yùn)營(yíng)，并將其修改為特定運(yùn)營(yíng)的最佳實(shí)踐。下面就一起來(lái)看一下這篇留學(xué)生essay代寫(xiě)范例。

Introduction 介紹

Both process benchmarking and process reengineering are the popular methods for developing requirements and setting goals. Both these methods were developed to bring about changes for the improvements in operations of the organisations. Benchmarking involves comparison of one firm’s processes with that of other firm while reengineering is concerned with redesign of operational processes, Feldmann Clarence.G, (1998). Benchmarking involves thorough research into the best practices followed by other organisations in the industry where the company operates and it helps in breaking down the organisations’ activities down to process operations and modifies them to the best-in-class for a particular operation.

流程基準(zhǔn)測(cè)試和流程再造都是開(kāi)發(fā)需求和設(shè)定目標(biāo)的常用方法。這兩種方法都是為了改善組織的運(yùn)營(yíng)而制定的。Feldmann Clarence說(shuō)，基準(zhǔn)測(cè)試涉及將一家公司的流程與另一家公司進(jìn)行比較，而再造則涉及重新設(shè)計(jì)運(yùn)營(yíng)流程。G、 （1998年）?；鶞?zhǔn)測(cè)試包括對(duì)公司運(yùn)營(yíng)所在行業(yè)的其他組織所遵循的最佳實(shí)踐進(jìn)行深入研究，它有助于將組織的活動(dòng)分解為流程運(yùn)營(yíng)，并將其修改為特定運(yùn)營(yíng)的最佳實(shí)踐。

For those who are not expert these process benchmarking and process reengineering are completely different things but for experts they have something in common. Even benchmarking is used in one of the steps of process reengineering.

對(duì)于那些不是專(zhuān)家的人來(lái)說(shuō)，這些流程基準(zhǔn)測(cè)試和流程再造是完全不同的事情，但對(duì)于專(zhuān)家來(lái)說(shuō)，它們有一些共同點(diǎn)。甚至在流程再造的一個(gè)步驟中也使用了基準(zhǔn)測(cè)試。

Process reengineering Benchmarking is a popular method for developing requirements and setting goals. In general, Benchmarking can be considered as measuring one firm’s performance against that of firms which are leaders in their respective industries, it helps in knowing how the industry leader firms achieve excellence in their processes, and then using that information as a reference for processes in one’s own company’s mission, long term and short term strategies, and implementation. Benchmarking involves thorough research into the best practices followed by the organisations in the industry where the fir operates. It helps in breaking down the organisation’s activities down to process operations and modifies them to the best-in-class for a particular operation.

流程再造基準(zhǔn)是開(kāi)發(fā)需求和設(shè)定目標(biāo)的一種流行方法。一般來(lái)說(shuō)，基準(zhǔn)可以被視為衡量一家公司與各自行業(yè)領(lǐng)導(dǎo)者的業(yè)績(jī)，它有助于了解行業(yè)領(lǐng)導(dǎo)者公司如何在其流程中實(shí)現(xiàn)卓越，然后將這些信息作為自己公司使命中流程的參考，長(zhǎng)期和短期戰(zhàn)略以及實(shí)施?；鶞?zhǔn)測(cè)試包括對(duì)fir運(yùn)營(yíng)所在行業(yè)的組織所遵循的最佳實(shí)踐進(jìn)行深入研究。它有助于將組織的活動(dòng)分解為流程操作，并針對(duì)特定操作將其修改為同類(lèi)最佳。

Business process reengineering is mostly used by the firms which are on the brink of disaster, mainly to cut costs and to move back onto the track of profitability.

業(yè)務(wù)流程再造主要用于處于災(zāi)難邊緣的公司，主要用于削減成本和重回盈利軌道。

Reengineering and Benchmarking projects are like any other major project. They need to have applied flexibly and should accommodate new technologies and methods to obtain necessary information. Reengineering and Benchmarking are based on iterations, it is almost impossible to apply these processes in one shot.

再造和基準(zhǔn)項(xiàng)目與其他任何重大項(xiàng)目一樣。它們需要靈活應(yīng)用，并應(yīng)適應(yīng)獲取必要信息的新技術(shù)和方法。重新工程和基準(zhǔn)測(cè)試是基于迭代的，幾乎不可能一次性應(yīng)用這些過(guò)程。

The driving force behind all the changes which are taking place in the all the firm of the world are two Cs: customers, competition. The demands of the customers are changing day by day and this change in demand of customers pose new sets of challenges to the firms every now and then and hence firms have to change or modify their offering to customers accordingly. Firms who are able to do it in less time and less cost turn out to be the industry leaders.

世界上所有公司正在發(fā)生的所有變化背后的驅(qū)動(dòng)力是兩個(gè)C：客戶(hù)和競(jìng)爭(zhēng)。客戶(hù)的需求每天都在變化，客戶(hù)需求的這種變化不時(shí)給公司帶來(lái)新的挑戰(zhàn)，因此公司必須相應(yīng)地改變或修改其向客戶(hù)提供的產(chǎn)品。那些能夠在更短的時(shí)間和更低的成本內(nèi)做到這一點(diǎn)的公司最終成為行業(yè)領(lǐng)導(dǎo)者。

Firms set their mission and vision statements on the basis of their short term and long term strategy and to attain those goals firms need to adjust themselves with the constantly changing environment. We have seen dominance of Japanese firms in automobile and electronic components, the reason for this dominance of Japanese firms over other firms round the world is their techniques. They change things fast and their people accept the changes fast.

企業(yè)根據(jù)其短期和長(zhǎng)期戰(zhàn)略制定其使命和愿景，為了實(shí)現(xiàn)這些目標(biāo)，企業(yè)需要適應(yīng)不斷變化的環(huán)境。我們已經(jīng)看到日本公司在汽車(chē)和電子零部件領(lǐng)域占據(jù)主導(dǎo)地位，日本公司相對(duì)于世界其他公司占據(jù)主導(dǎo)地位的原因是他們的技術(shù)。他們改變事物的速度很快，他們的員工也很快接受了這些變化。

Some people consider these techniques are useless but there are companies who have successfully implemented these techniques and have shown to the world that these techniques are valid and are implementable.

有些人認(rèn)為這些技術(shù)是無(wú)用的，但也有一些公司成功地實(shí)現(xiàn)了這些技術(shù)，并向世界證明了這些技術(shù)是有效的和可實(shí)施的。

History 歷史

The concept of reengineering started in nineteen nineties when the Massachusetts Institute of Technology (MIT) conducted research entitled “Management in 1990”. The sole purpose of that research was to know the role played by information technology organisations during that time. Since that time a lot of research has been done on reengineering and different authors have different views on reengineering because of which it has raised a lot of controversy and disagreement among authors. There are some like Druker who believed that inputs from new and innovative concepts should be used to optimise the productivity of all the operations while there are some who believed that reengineering is a misconception and will soon disappear.

再造的概念始于20世紀(jì)90年代，當(dāng)時(shí)麻省理工學(xué)院（MIT）進(jìn)行了題為“1990年的管理”的研究。這項(xiàng)研究的唯一目的是了解信息技術(shù)組織在那段時(shí)間里所扮演的角色。從那時(shí)起，人們對(duì)再造進(jìn)行了大量的研究，不同的作者對(duì)再造有不同的看法，這引起了許多作者的爭(zhēng)議和分歧。有一些人，比如Druker，認(rèn)為應(yīng)該使用新的創(chuàng)新概念來(lái)優(yōu)化所有運(yùn)營(yíng)的生產(chǎn)力，而也有一些人認(rèn)為再造是一種誤解，很快就會(huì)消失。

In the 1880’s Frederick Taylor suggested that process reengineering is used by managers to discover the best process (way) to perform the work thereby increasing the productivity of whole operation. In the early 1900’s Henri Fayol originated the concept of reengineering and explained it as a concept to derive optimum advantage from all the available resources by finding the best process to perform the work.

19世紀(jì)80年代，弗雷德里克·泰勒提出，管理者使用流程再造來(lái)發(fā)現(xiàn)執(zhí)行工作的最佳流程，從而提高整個(gè)運(yùn)營(yíng)的生產(chǎn)力。19世紀(jì)初，Henri Fayol提出了再造的概念，并將其解釋為通過(guò)找到執(zhí)行工作的最佳流程，從所有可用資源中獲得最佳優(yōu)勢(shì)的概念。

During the time of Taylor and Fayol, technology was a bit of constraint and it was really difficult for the large companies to design the process in cross-functional or cross-departmental manner.

在Taylor和Fayol時(shí)代，技術(shù)有點(diǎn)受限，大公司很難以跨職能或跨部門(mén)的方式設(shè)計(jì)流程。

The word benchmarking has been derived from the set of activities used by cobblers to mark the size of the foot of their customers. For measuring the size of the foot they used to ask the customer to put their foot on the “bench” so that they can “mark” the foot using a pen. In Benchmarking processes of one company are compared with the processes of the industry leader to see the practices and the ways in which these industry leaders operate and to modify their own processes.

“基準(zhǔn)測(cè)試”一詞源于皮匠用來(lái)標(biāo)記客戶(hù)腳的大小的一系列活動(dòng)。為了測(cè)量腳的尺寸，他們過(guò)去常常要求客戶(hù)把腳放在“長(zhǎng)凳”上，這樣他們就可以用筆“標(biāo)記”腳。在基準(zhǔn)測(cè)試中，將一家公司的流程與行業(yè)領(lǐng)導(dǎo)者的流程進(jìn)行比較，以了解這些行業(yè)領(lǐng)導(dǎo)者的實(shí)踐和運(yùn)作方式，并修改他們自己的流程。

Although the technology has made a huge success in our era but the concepts given by experts like Taylor and Fayol still holds and are used by all the big organisations for optimising the productivity of operations.

盡管這項(xiàng)技術(shù)在我們的時(shí)代取得了巨大成功，但Taylor和Fayol等專(zhuān)家提出的概念仍然適用，并被所有大型組織用于優(yōu)化運(yùn)營(yíng)生產(chǎn)力。

Definitions 定義

Both Benchmarking and Reengineering are widely popular and are practised around the world. For people who are not expert, these two terms sounds different but actually the two techniques have much in common, and reengineering can greatly benefit from integration with benchmarking.

基準(zhǔn)測(cè)試和再造都廣受歡迎，并在世界各地進(jìn)行實(shí)踐。對(duì)于不是專(zhuān)家的人來(lái)說(shuō)，這兩個(gè)術(shù)語(yǔ)聽(tīng)起來(lái)不同，但實(shí)際上這兩種技術(shù)有很多共同點(diǎn)，重新設(shè)計(jì)可以從與基準(zhǔn)測(cè)試的集成中受益匪淺。

Different authors define reengineering and benchmarking differently because of the different views on the process and organisational change and competition. They included their idea of process change in their definitions and included terms like rethinking, restructuring and streamlining of processes to obtain maximum productivity by reducing the time for processes, costs thereby increasing the quality and customer satisfaction.

不同的作者對(duì)再造和基準(zhǔn)的定義不同，因?yàn)樗麄儗?duì)流程、組織變革和競(jìng)爭(zhēng)的看法不同。他們?cè)诙x中包括了流程變革的概念，并包括了重新思考、重組和精簡(jiǎn)流程等術(shù)語(yǔ)，以通過(guò)減少流程時(shí)間和成本來(lái)獲得最大生產(chǎn)力，從而提高質(zhì)量和客戶(hù)滿(mǎn)意度。

Benchmarking is the process of comparing business processes of one company to the best business processes of the industry leader. Benchmarking generally includes comparing processes on time, costs and quality to do things better, faster and cheaper.

基準(zhǔn)是將一家公司的業(yè)務(wù)流程與行業(yè)領(lǐng)導(dǎo)者的最佳業(yè)務(wù)流程進(jìn)行比較的過(guò)程?；鶞?zhǔn)測(cè)試通常包括比較流程的時(shí)間、成本和質(zhì)量，以使事情做得更好、更快、更便宜。

The most popular of these definitions of reengineering is” the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality, service, and speed

這些再造定義中最受歡迎的是“對(duì)業(yè)務(wù)流程進(jìn)行根本性的重新思考和徹底的重新設(shè)計(jì)，以在成本、質(zhì)量、服務(wù)和速度等關(guān)鍵的現(xiàn)代績(jī)效指標(biāo)上實(shí)現(xiàn)顯著改進(jìn)

Both the processes i.e. benchmarking and reengineering have a lot in common. The benefits of using these methodologies come mainly in two areas:

基準(zhǔn)測(cè)試和再造這兩個(gè)過(guò)程有很多共同點(diǎn)。使用這些方法的好處主要體現(xiàn)在兩個(gè)方面：

1. Selecting processes which needs to be reengineered is done by benchmarking studies rather than by arbitrarily looking for domain experts.

1.選擇需要重新設(shè)計(jì)的流程是通過(guò)基準(zhǔn)研究而不是任意尋找領(lǐng)域?qū)＜襾?lái)完成的。

2. Reengineering is always done in such a fashion so that the overall process should be customer centred. Inputs from internal and external factors are taken for this. Benchmarking can enhance this process by bringing in the experiences of the leading firms.

2.重組總是以這樣一種方式進(jìn)行的，因此整個(gè)過(guò)程應(yīng)該以客戶(hù)為中心。為此考慮了內(nèi)部和外部因素的輸入?；鶞?zhǔn)可以通過(guò)引入領(lǐng)先公司的經(jīng)驗(yàn)來(lái)加強(qiáng)這一過(guò)程。

This definition of reengineering includes four essential points which can be summarised as follows:

再造的定義包括四個(gè)要點(diǎn)，概括如下：

Fundamental Rethinking 基本反思

While doing reengineering, business officials must ask them the basic questions about their business like “what is their business”? “What are their do they want to do in their business”? And “what they want to change?”

在進(jìn)行再造的同時(shí)，商業(yè)官員必須問(wèn)他們關(guān)于業(yè)務(wù)的基本問(wèn)題，比如“他們的業(yè)務(wù)是什么”？“他們想在業(yè)務(wù)中做什么？”？以及“他們想改變什么？”

Asking these questions bring clarity about the business operations and forces the people to look at the tactic rules which their organisation follow for doing business.

提出這些問(wèn)題可以使企業(yè)運(yùn)營(yíng)更加清晰，并迫使人們審視其組織開(kāi)展業(yè)務(wù)所遵循的策略規(guī)則。

Reengineering works in two steps. First, it determines what the company must do for the improvement and second, how they have to do it. Reengineering accepts nothing as it is, it ignores what is it like and concentrates on what it should be like.

再造分為兩個(gè)步驟。首先，它決定了公司必須為改進(jìn)做什么，其次，他們必須如何做。再造什么都不接受，它忽略了它是什么樣子，而是專(zhuān)注于它應(yīng)該是什么樣子。

Radical Redesign 激進(jìn)的重新設(shè)計(jì)

Radical redesign means to get into the details of the things and not to make superficial arrangements for the things which are already in the place but to get into the roots of the things and looking for new innovative and efficient ways to do the same thing more productively.

徹底的重新設(shè)計(jì)意味著深入事物的細(xì)節(jié)，而不是對(duì)已經(jīng)存在的事物進(jìn)行膚淺的安排，而是深入事物的根源，尋找新的創(chuàng)新和有效的方法來(lái)更有效地做同樣的事情。

Dramatic improvements 顯著改進(jìn)

It is often said that business reengineering is about the business reinvention and not about business enhancement, business improvement or business modification.

人們常說(shuō)，業(yè)務(wù)再造是關(guān)于業(yè)務(wù)的重塑，而不是關(guān)于業(yè)務(wù)增強(qiáng)、業(yè)務(wù)改進(jìn)或業(yè)務(wù)修改。

Hence, Reengineering is not about making small improvements but about making big, efficient and noticeable changes to achieve quantum leaps in the performance.

因此，再造不是進(jìn)行小的改進(jìn)，而是進(jìn)行大的、有效的和顯著的改變，以實(shí)現(xiàn)性能的巨大飛躍。

Marginal improvements are required for the fine tuning of the operations but reengineering should only be bought in when there is need for big changes for the dramatic improvements Reengineering should be bought in only when there is a need for drastic improvements which includes changing the old things with the new things.

運(yùn)營(yíng)的微調(diào)需要邊際改進(jìn)，但只有在需要大幅改進(jìn)的情況下才能進(jìn)行再造。只有在需要大刀闊斧的改進(jìn)（包括用新事物改變舊事物）的情況下，才應(yīng)該進(jìn)行再造。

Processes 過(guò)程

This word “process” is central to reengineering and it gives hard time to most of the managers of the organisations because most of the managers are job oriented rather than a process oriented. Job oriented managers focus mainly on the job (task) at hand rather than the process involved for the job. Business processes are the collection of activities which takes in inputs of different kinds and creates the output which is of value for the client or the customer of the organisation. Reengineering not only focuses on the different departments of the organisation but also the organisation in a whole because of which reengineering see the full picture of the work moving from one department of the organisation to the another with keeping an eye on the operational hindrances on the way.

“流程”一詞是再造的核心，它給組織的大多數(shù)管理者帶來(lái)了困難，因?yàn)榇蠖鄶?shù)管理者都是以工作為導(dǎo)向，而不是以流程為導(dǎo)向。以工作為導(dǎo)向的管理者主要關(guān)注手頭的工作（任務(wù)），而不是工作所涉及的過(guò)程。業(yè)務(wù)流程是一系列活動(dòng)的集合，這些活動(dòng)接受不同類(lèi)型的輸入，并創(chuàng)建對(duì)組織的客戶(hù)或客戶(hù)有價(jià)值的輸出。再造不僅關(guān)注組織的不同部門(mén)，也關(guān)注整個(gè)組織，因?yàn)樵僭炜梢钥吹焦ぷ鲝慕M織的一個(gè)部門(mén)轉(zhuǎn)移到另一個(gè)部門(mén)的全貌，同時(shí)關(guān)注途中的運(yùn)營(yíng)障礙。

Steps involved in Process Benchmarking

流程基準(zhǔn)制定中涉及的步驟

Process benchmarking methodology mainly includes the following steps,

過(guò)程基準(zhǔn)測(cè)試方法主要包括以下步驟，

Identifying problem areas

識(shí)別問(wèn)題領(lǐng)域

Process benchmarking requires inputs in the form of information for comparison. The type of information required by benchmarking process depends on the process which needs to be compared. A range of research techniques are used for the processing of the information, so that comparison can be made quickly and effectively. It includes getting information on all the necessary sources. Customers are vital for any business and are the best source of information for the firm and hence their inputs should be included and processes should be designed in ways which include their suggestions and processes should take care of their issues related to the processes. Exploratory researches based on one to one interviews and group interview can sometimes prove to be very useful during this exercise.

過(guò)程基準(zhǔn)測(cè)試需要以信息的形式進(jìn)行輸入，以便進(jìn)行比較?；鶞?zhǔn)測(cè)試過(guò)程所需的信息類(lèi)型取決于需要比較的過(guò)程。一系列的研究技術(shù)被用于信息的處理，以便能夠快速有效地進(jìn)行比較。它包括獲取所有必要來(lái)源的信息?？蛻?hù)對(duì)任何業(yè)務(wù)都至關(guān)重要，是公司的最佳信息來(lái)源，因此應(yīng)包括他們的輸入，流程的設(shè)計(jì)應(yīng)包括他們提出的建議，流程應(yīng)處理與流程相關(guān)的問(wèn)題。在這項(xiàng)工作中，基于一對(duì)一訪談和小組訪談的探索性研究有時(shí)會(huì)非常有用。

2. Identifying industries with similar processes

2.識(shí)別流程相似的行業(yè)

In this step we look for industries which have similar processes. Sometimes different industries use some similar processes, in that case one can chose companies from other companies to compare particular processes. Say for example boiler is used in cement industry as well as sugar industries. Hence, a sugar company may compare its boiler processed steam operation with that of cement industries’ boiler processed steam.

在這一步中，我們尋找具有類(lèi)似流程的行業(yè)。有時(shí)，不同的行業(yè)使用一些類(lèi)似的流程，在這種情況下，可以從其他公司中選擇公司來(lái)比較特定的流程。比如說(shuō)鍋爐用于水泥工業(yè)和制糖工業(yè)。因此，制糖公司可以將其鍋爐處理蒸汽的操作與水泥行業(yè)的鍋爐處理蒸汽進(jìn)行比較。

3. Identifying industry leaders in these areas

3.確定這些領(lǐng)域的行業(yè)領(lǐng)導(dǎo)者

In this step we look for firms with whom one has to compare its processes. Normally industry leaders are chosen for the comparison and it’s because of their superior processes which play vital role in the overall performance of any firm. For this one has to do through research, customers of the company, its staff and internet can be used to get this information.

在這一步中，我們尋找那些必須與之進(jìn)行流程比較的公司。通常選擇行業(yè)領(lǐng)導(dǎo)者進(jìn)行比較，這是因?yàn)樗麄兊淖吭搅鞒虒?duì)任何公司的整體業(yè)績(jī)都起著至關(guān)重要的作用。對(duì)于這一點(diǎn)，必須通過(guò)研究，公司的客戶(hù)、員工和互聯(lián)網(wǎng)才能獲得這些信息。

4. Involving domain experts for measures and practices

4.讓領(lǐng)域?qū)＜覅⑴c措施和實(shí)踐

Domain experts and survey companies are very useful in selection of comparable companies and processes as they are expert in getting information and masking the confidential information of the client firm which provide data theft security to the client.

領(lǐng)域?qū)＜液驼{(diào)查公司在選擇可比公司和流程時(shí)非常有用，因?yàn)樗麄兩瞄L(zhǎng)獲取信息和掩蓋客戶(hù)公司的機(jī)密信息，為客戶(hù)提供數(shù)據(jù)盜竊安全。

5. Visit companies to find their “best practices”

5.訪問(wèn)公司，了解其“最佳實(shí)踐”

In this step one needs to visit different companies, those who are considered as good companies in that industry. During the visit he should notice all the best practices followed by the company and think logically whether he can apply those practices in his company or not since every organisation is different in its nature. Generally companies readily exchange those details and information which are helpful to all members in the benchmarking group.

在這一步中，人們需要訪問(wèn)不同的公司，那些在該行業(yè)被認(rèn)為是好公司的公司。在訪問(wèn)期間，他應(yīng)該注意到公司遵循的所有最佳實(shí)踐，并從邏輯上思考他是否可以在公司中應(yīng)用這些實(shí)踐，因?yàn)槊總€(gè)組織的性質(zhì)都不同。一般來(lái)說(shuō)，公司很容易交換這些細(xì)節(jié)和信息，這對(duì)基準(zhǔn)小組的所有成員都有幫助。

6. Implement new and improved business practices

6.實(shí)施新的和改進(jìn)的業(yè)務(wù)實(shí)踐

After knowing all the business processes of one’s company and best practices of other leading companies, one can compare the operation processes of his company to the leading company.

在了解了自己公司的所有業(yè)務(wù)流程和其他領(lǐng)先公司的最佳實(shí)踐后，可以將自己公司的運(yùn)營(yíng)流程與領(lǐng)先公司進(jìn)行比較。

Steps involved in Reengineering

再造中涉及的步驟

Planning for reengineering

再造計(jì)劃

Planning and preparation play vital role for any process or event to be successful and the same applies to reengineering. Before applying business process reengineering one should ask him that is reengineering necessary?Malhotra, Manoj. Since reengineering involves major changes and is not for small improvements and also it may include heavy costs, there should be a dire need for reengineering. This step starts with the consensus of executives of the firm for the process reengineering. During reengineering the processes are reengineered in such a way that they acts work in tandem with the mission & vision statements of the firm. Understanding customer expectations is most important, because the processes needs to be reengineered in the way which will lead to maximisation of customer satisfaction.

規(guī)劃和準(zhǔn)備對(duì)于任何流程或事件的成功都起著至關(guān)重要的作用，這同樣適用于再造。在應(yīng)用業(yè)務(wù)流程再造之前，人們應(yīng)該問(wèn)他，再造是必要的嗎？馬諾伊·馬爾霍特拉。，由于再造涉及重大變革，而不是小的改進(jìn)，而且可能包括高昂的成本，因此應(yīng)該迫切需要再造。這一步驟始于企業(yè)高管對(duì)流程再造的共識(shí)。在再造過(guò)程中，流程以這樣一種方式進(jìn)行再造，即它們與公司的使命和愿景聲明協(xié)同工作。了解客戶(hù)的期望是最重要的，因?yàn)榱鞒绦枰宰畲蠡蛻?hù)滿(mǎn)意度的方式進(jìn)行重新設(shè)計(jì)。

Mapping and Analysing As-Is Process 按原樣繪制和分析流程

Before reengineering any process, reengineering team should know the existing process. The underline aspect of business process reengineering is to bring the changes drastically. Process reengineering is not for small and slow changes. Many people advocate that it should be “To-Be” Analysis instead of “As-If” Analysis.

在對(duì)任何流程進(jìn)行再造之前，再造團(tuán)隊(duì)都應(yīng)該了解現(xiàn)有的流程。業(yè)務(wù)流程再造的重點(diǎn)是帶來(lái)巨大的變化。流程再造不適合微小而緩慢的變化。許多人主張應(yīng)該是“未來(lái)”分析，而不是“假設(shè)”分析。

The usefulness of this step is in identifying anything that prevents the process from

此步驟的作用在于識(shí)別任何阻止流程

achieving desired results and in particular information transfer between organizations or people and value adding processes and is implemented by using different models used for creation and documentation of Activity and process models. Then with the use of activity based costing amount of time and amount of cost consumed by each activity is calculated.

實(shí)現(xiàn)期望的結(jié)果，特別是組織或人員與增值流程之間的信息傳遞，并通過(guò)使用用于創(chuàng)建和記錄活動(dòng)和流程模型的不同模型來(lái)實(shí)現(xiàn)。然后使用基于活動(dòng)的成本計(jì)算法來(lái)計(jì)算每個(gè)活動(dòng)所消耗的時(shí)間量和成本量。

Designing To-Be process 設(shè)計(jì)成為過(guò)程

This phase starts with looking for alternatives in the current situation which moulds well with the strategic goals of the organisation. The first part of this phase begins with benchmarking which is comparison of the firm with the other firms in the same industry. It’s a general practise to select industry leaders for the comparison so that the firm can use its best practices. This is not necessary to select the firm for comparison from the same industry, once can chose any firm from any industry with similar processes. For example, both textile mills and food processing industries use Reverse Osmosis technology (process) for the purpose of water purification; hence they can be compared for water treatment process. Next we do activity based costing analysis for analysing time and costs involved for different processes. Once ABC analysis is done To-Be models are prepared using different modelling techniques. This is important to know that this modelling is iterative process and different To-Be models are prepared for the analysis. At last we make trade-off matrix to select the best To-Be scenario.

這一階段首先要在當(dāng)前形勢(shì)下尋找與組織戰(zhàn)略目標(biāo)相適應(yīng)的替代方案。該階段的第一部分從基準(zhǔn)測(cè)試開(kāi)始，即將該公司與同行業(yè)的其他公司進(jìn)行比較。一般做法是選擇行業(yè)領(lǐng)導(dǎo)者進(jìn)行比較，以便公司能夠使用其最佳實(shí)踐。這不是從同一行業(yè)中選擇公司進(jìn)行比較的必要條件，一旦可以從任何流程相似的行業(yè)中選擇任何公司。例如，紡織廠和食品加工業(yè)都使用反滲透技術(shù)（工藝）來(lái)凈化水；因此可以對(duì)它們進(jìn)行水處理過(guò)程的比較。接下來(lái)，我們進(jìn)行基于活動(dòng)的成本分析，以分析不同流程所涉及的時(shí)間和成本。一旦ABC分析完成，將使用不同的建模技術(shù)準(zhǔn)備未來(lái)模型。重要的是要知道，這種建模是一個(gè)迭代過(guò)程，并且為分析準(zhǔn)備了不同的未來(lái)模型。最后，我們制作了權(quán)衡矩陣來(lái)選擇最佳的未來(lái)場(chǎng)景。

Implementing Reengineered Process 實(shí)施再造流程

The implementation phase is that phase where reengineering encounter maximum resistance. It is because the environment is not readily changeable and hence, it is most difficult phase of all the phases in reengineering. As the firm invest a lot of time and incur heavy expenses for the planning phase it is justifiable to invest in training programmes for the employees of the firm for the cultural change. Winning the hearts of all the employees and motivating them is crucial for process reengineering.

實(shí)施階段是再造遇到最大阻力的階段。這是因?yàn)榄h(huán)境不易改變，因此，這是再造所有階段中最困難的階段。由于公司在規(guī)劃階段投入了大量時(shí)間并產(chǎn)生了沉重的費(fèi)用，因此有理由投資于公司員工的文化變革培訓(xùn)計(jì)劃。贏得所有員工的心并激勵(lì)他們是流程再造的關(guān)鍵。

Next step is to make a transition plan to move from As-Is to the redesign process. The plan should be chosen in a fashion that it goes well with the long term strategy of the firm. Implementation of information technology which support reengineering is must for the process. The total amount of work which needs to be done for the reengineering is broken down into different components using work break down structure techniques and them these individual components are worked upon.

下一步是制定一個(gè)過(guò)渡計(jì)劃，從原樣過(guò)渡到重新設(shè)計(jì)過(guò)程。該計(jì)劃的選擇應(yīng)符合公司的長(zhǎng)期戰(zhàn)略。實(shí)施信息技術(shù)支持再造是流程再造的必然要求。使用工作分解結(jié)構(gòu)技術(shù)將再造所需完成的總工作量分解為不同的組件，并對(duì)這些單獨(dú)的組件進(jìn)行處理。

Improve Process Continuously 不斷改進(jìn)流程

The last but most important phase of any reengineering process is continuous monitoring of processes and the results which come from modified/improved processes. If there are deviations from the expected to actual then they should be taken care immediately. The performance of reengineering is measured by the competitive advantage the firm gain by reengineering, the amount of satisfaction of the employees, and the amount of commitment management shows.

任何再造過(guò)程的最后但最重要的階段是對(duì)過(guò)程和來(lái)自修改/改進(jìn)過(guò)程的結(jié)果的持續(xù)監(jiān)控。如果與預(yù)期和實(shí)際存在偏差，則應(yīng)立即予以處理。再造的績(jī)效是通過(guò)企業(yè)通過(guò)再造獲得的競(jìng)爭(zhēng)優(yōu)勢(shì)、員工的滿(mǎn)意度和承諾管理的表現(xiàn)來(lái)衡量的。

Criticism 批評(píng)

As with any new concept there are those who are in favour of the idea and those who oppose or criticize it and benchmarking and process reengineering are no exception. These techniques should not be used to set goals for the firm and those who are responsible for bringing about the change in the firm should understand the processes of the firm well.

與任何新概念一樣，有贊成者，也有反對(duì)者或批評(píng)者，基準(zhǔn)測(cè)試和流程再造也不例外。這些技術(shù)不應(yīng)用于為公司設(shè)定目標(biāo)，那些負(fù)責(zé)實(shí)現(xiàn)公司變革的人應(yīng)該很好地了解公司的流程。

One of the criticisms drawn by process benchmarking and process reengineering is that they motivate firms to spy on the competitor firms and force firms to copy other firms. But this statement is not true as these methods are useful for firms for gaining competitive advantage and they helps in informing firms about what other firms are doing.

流程基準(zhǔn)測(cè)試和流程再造引起的批評(píng)之一是，它們激勵(lì)企業(yè)監(jiān)視競(jìng)爭(zhēng)對(duì)手的企業(yè)，并迫使企業(yè)復(fù)制其他企業(yè)。但這種說(shuō)法并不正確，因?yàn)檫@些方法對(duì)企業(yè)獲得競(jìng)爭(zhēng)優(yōu)勢(shì)很有用，而且有助于向企業(yè)了解其他企業(yè)正在做什么。

Some organizations do not utilize process reengineering and process benchmarking because of their thinking that if something is not broken then it need not to be repaired. It’s because when the financial performance of the firm is good, people resist the change and stop comparing themselves with competitors.

一些組織不使用流程再造和流程基準(zhǔn)測(cè)試，因?yàn)樗麄冋J(rèn)為如果某個(gè)東西沒(méi)有壞，就不需要修復(fù)。這是因?yàn)楫?dāng)公司的財(cái)務(wù)業(yè)績(jī)良好時(shí)，人們會(huì)抵制這種變化，不再將自己與競(jìng)爭(zhēng)對(duì)手進(jìn)行比較。

When the financial performance of the company is good, they have a tendency to resist change and not worry about competitors.

當(dāng)公司的財(cái)務(wù)表現(xiàn)良好時(shí)，他們有抗拒變革的傾向，不擔(dān)心競(jìng)爭(zhēng)對(duì)手。

In Japan, benchmarking is a part of their manager’s job descriptions. This is how Japanese are able to gain competitive advantages in automobile and electronic industries all round the world.

在日本，基準(zhǔn)測(cè)試是經(jīng)理工作描述的一部分。這就是日本人如何在世界各地的汽車(chē)和電子行業(yè)中獲得競(jìng)爭(zhēng)優(yōu)勢(shì)的原因。

Conclusion 結(jié)論

Superior processes, customer satisfaction and strong management leadership are essential for any business firm to be successful.

卓越的流程、客戶(hù)滿(mǎn)意度和強(qiáng)大的管理領(lǐng)導(dǎo)力對(duì)任何商業(yè)公司的成功都至關(guān)重要。

Reengineering and benchmarking are the techniques which all organisations can use, when required to attain success. None of these techniques work as miracle nor are they quick fix for the problems which firms face. One needs to invest money and time to implement them. But only money and time don’t guarantee successful implementation of these techniques. For every business customer satisfaction is the key, both these techniques are centred around customers, both internal and external. Until and unless the people don’t accept the change no business can improvise using any technique and hence change in attitudes of the people is key. “50 to 70 percent of reengineering efforts fail to deliver the intended dramatic results, Hammer,M., Champy.J., (1993), and those who have successfully implemented it are reaping the benefits.

當(dāng)需要獲得成功時(shí)，所有組織都可以使用重組和基準(zhǔn)測(cè)試技術(shù)。這些技術(shù)都不是奇跡，也不能快速解決企業(yè)面臨的問(wèn)題。人們需要投入資金和時(shí)間來(lái)實(shí)施它們。但只有金錢(qián)和時(shí)間并不能保證這些技術(shù)的成功實(shí)施。對(duì)于每一家企業(yè)來(lái)說(shuō)，客戶(hù)滿(mǎn)意度都是關(guān)鍵，這兩種技術(shù)都以?xún)?nèi)部和外部客戶(hù)為中心。除非人們不接受這種改變，否則任何企業(yè)都不能使用任何技術(shù)即興發(fā)揮，因此改變?nèi)藗兊膽B(tài)度是關(guān)鍵。Hammer，M.，Champy.J.（1993）說(shuō)，50%到70%的再造工作未能達(dá)到預(yù)期的顯著效果，而那些成功實(shí)施再造的人正在從中受益。

Planning has vital role to play in any technique implementation. Sometimes people set very high standards and after implementation they don’t achieve them. This failure to achieve previously set targets should not be called as unsuccessful implementation but inefficient planning.

規(guī)劃在任何技術(shù)實(shí)施中都發(fā)揮著至關(guān)重要的作用。有時(shí)，人們?cè)O(shè)定了很高的標(biāo)準(zhǔn)，但在實(shí)施后卻沒(méi)有達(dá)到。未能實(shí)現(xiàn)先前設(shè)定的目標(biāo)不應(yīng)被稱(chēng)為不成功的實(shí)施，而應(yīng)稱(chēng)為低效的規(guī)劃。

These days not only the private firms, who are considered to be very competitive but also the public companies are using these techniques. Japanese automobile and electronic component firms dominate all markets of this world; the reason for their dominance is that they change fast and they adjust with change quickly. In a world of rapid flux, organization must change their priorities from a traditional focus on planning, control, and managed growth, to emphasize speed, innovation, flexibility, quality, service, and cost. It is virtually impossible to retrofit organizations into this new reality. Reengineering and benchmarking are the only solution available with firms. For every firm customers and competition are the most important. Since the demands of the customers change with the rapidly changing environment, firms have to change themselves to satisfy the needs of the customers. If they don’t change their competitors will change and satisfy the demands of the customers.

如今，不僅被認(rèn)為極具競(jìng)爭(zhēng)力的私營(yíng)公司，上市公司也在使用這些技術(shù)。日本汽車(chē)和電子元件公司主宰著世界所有市場(chǎng)；它們之所以占據(jù)優(yōu)勢(shì)，是因?yàn)樗鼈冏兓芸?，而且適應(yīng)變化也很快。在一個(gè)快速變化的世界里，組織必須改變其優(yōu)先事項(xiàng)，從傳統(tǒng)的專(zhuān)注于規(guī)劃、控制和管理增長(zhǎng)，轉(zhuǎn)向強(qiáng)調(diào)速度、創(chuàng)新、靈活性、質(zhì)量、服務(wù)和成本。幾乎不可能將組織改造成這種新的現(xiàn)實(shí)。重組和基準(zhǔn)測(cè)試是企業(yè)唯一可用的解決方案。對(duì)于每一家公司來(lái)說(shuō)，客戶(hù)和競(jìng)爭(zhēng)是最重要的。由于客戶(hù)的需求隨著環(huán)境的快速變化而變化，企業(yè)必須改變自己來(lái)滿(mǎn)足客戶(hù)的需求。如果他們不改變，他們的競(jìng)爭(zhēng)對(duì)手就會(huì)改變，滿(mǎn)足客戶(hù)的需求。

“Wisdom lies neither in fixity nor in change, but in the dialectic between the two”, Octavio Paz 1914-1998. Hence one should ask himself before using these techniques that what needs to be changed and why it needs to be changed.

“智慧不在于固定，也不在于變化，而在于兩者之間的辯證法”，Octavio Paz 1914-1998。因此，在使用這些技術(shù)之前，應(yīng)該問(wèn)問(wèn)自己需要改變什么以及為什么需要改變。

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