九十年代企業所面對的是難以預測、難以控制的環境,過去傳統企業的許多管理思維與原則,已難以滿足時代的需求,於是部份企業開始重新思考企業生存的問題。因此,企業流程再造 (Business Process Reengineering, BPR) 的出現為企業提供了突破困境的方法,其革命性理念,在於主張企業管理從根本的重新思考、徹底翻新作業流程,以求在企業的表現上獲得大躍進式的改善。本研究將整理出一企業流程再造方法論,期望能帶給現行企業一個可供參考的改善方法與步驟,以利企業進行企業流程再造。 本研究將從企業運作之整體的觀點,並結合過去學者相關的研究成果,提出一套企業流程再造方法,主要內容包含三個階段:一、策略形成階段:藉著思考模式來尋求再造的方向與願景目標,並依此訂定關鍵績效指標,作為績效評估值;二、設計與執行階段:藉著系統化思考,分析評估企業組織、資訊與流程現況和問題,並以評估模式來進行再造之規劃與準備,最後以此對企業資源、組織人力需求、資訊系統與企業流程作一重新規劃、設計與實行;三、評估與改善階段:藉著數據管理,科學化地分析績效指標值,並依專業知識對問題持續地追根究底,找尋其根源,最後再運用快速反應與偵測機制貫徹執行力,以維持企業之績效與競爭力。另於上述三階段中,可運用專案管理方法,以成功的推動企業流程再造之實行。
Business Process Reengineering (BRP) is defined as the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in key performance indicators (KPI) such as cost, quality, service, and speed. BPR provides enterprises with ways of breaking through the difficulties and rapid changes. This research proposes a BPR reference procedure to facilitate an enterprise to implement BPR. The reference procedure is developed based on the literature from international and domestic journals as well as technical reports from industry. It consists of three phases: strategy forming, design and execution, and improvement and evaluation. The strategy forming phase uses a systematic approach to define the vision, goal and strategy of BPR. KPI are defined accordingly for performance evaluation. The design and execution phase analyzes and evaluates the status and problems of organization structure, business process, and information flow. In order to improve KPI, this phase forms the BPR organization and redesigns the enterprise resource, business process, and information system. This phase also conducts the risk analysis of BPR implementation. The evaluation and improvement phase scientifically evaluates KPI and conducts continuous improvement. Project management methodologies can be used in the entire three phases to facilitate the success implementation of BPR.