企業流程再造之通用參考模式與方法初探

A Preliminary Study on a Generic Model and Methodology of Business Process Reengineering

陳建良(James C. Chen) ； 林建勳(Chien-Hsun Lin) ； 陳佳雯(Chia-Wen Chen) ； 張昭偉(Joy Chang)

《中原學報》 32卷4期 (2004/12) Pp. 527-554

https://doi.org/10.6358/JCYU.200412.0527

摘要

九十年代以來，企業流程再造(Business Process Reengineering, BPR)已成為學術界與實務界相當關心的議題。本研究由企業運作之整體觀點探討企業流程再造之模式與方法，並結合過去學者相關的研究成果，提出一套可供參考之系統化方法與步驟，以利企業進行企業流程再造。此企業流程再造方法可分為三個主要階段：一、策略形成階段：藉著思考模式尋求再造方向與願景目標，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：透過系統化思考，分析評估企業組織、資訊與流程之現況及問題，並以評估模式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。

關鍵字

企業流程再造 ； 關鍵績效指標 ； 資訊系統

並列摘要

In 2000's, Business Process Reengineering (BRP) has raised many attentions in academic research and industrial application. This research proposes a BPR reference model to facilitate an enterprise to implement BPR, based on existing models and methodologies in literature. It consists of three phases: strategy forming, design and execution, and improvement and evaluation. The strategy forming phase uses a systematic thinking process to define the vision, goal and strategy of BPR. Key performance indicators (KPI) are specified 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. The evaluation and improvement phase scientifically evaluates KPI and conducts continuous improvement by the effective management of numbers. Monitoring mechanism and quick response can ensure the execution of BPR. With this, an enterprise can maintain its productivity and competitiveness.

並列關鍵字

Business Process Reengineering ； Key Performance Indicators ； Information System