Week 5 What are the commonly used practices of BPR project implementation?

Source / Reference:
1) "MIPIM: Framework for Business Process Improvement" by Sola Adesola 1998
http://oxfordbrookes.academia.edu/SolaAdesola/Papers/1290041/MIPIM_Framework_for_Business_Process_Improvement 

2) “Study on Business Processes Re-engineering Based on Value Chain of Construction Enterprise” by Liu Jingyan 2010
http://www.seiofbluemountain.com/upload/product/201002/126502070736ltzdm.pdf

Subject:
What are the commonly used practices of BPR project implementation?
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Response:

For an enterprise, BPR is a significant and complex systems engineering to a wide range of activities and work involved in the project implementation process. We 參與企業資訊化的成員在整個BPR過程中，不但應當知道如何進行BPR，由誰來進行BPR，而且還需要了解一些進行BPR的方法和工具。WeWneed to understand some of the methods and tools for BPR. 參加BPR的成員們如果能夠有效地利用現代的BPR工具，就可以更有效地對企業中的問題流程進行改造，將BPR的各個階段的工作有機地協調在BPR中可以用到的技術和方法有很多。Techniques and methods can be used in the BPR. 下面介紹一些常用的手法。Here are some commonly used approaches.

頭腦風暴法和德爾菲法Brainstorming and the Delphi method

在討論公司戰略遠景規劃、決定企業再造時機過程中，頭腦風暴法和德爾菲法是兩種有用的方法。Discuss the company's strategic vision, to determine the timing of reengineering the process, brainstorming and the Delphi method is two useful ways. In 在運用頭腦風暴法進行討論時，鼓勵與會者提出盡可能大膽的設想，同時不允許對別人提出的觀點進行批評。brainstorming discussions, participants were encouraged to put forward as bold vision. 運用頭腦風暴法有助於我們發現現有企業流程中的弊病，提出根本性的改造設想。Use brainstorming to help us find the shortcomings in the existing business process, and proposed a fundamental transformation of ideas. 一些軟體工具也可以用來支援這種討論，與會者可以同時和匿名地對討論議題提出他們的建議和意見，根據關鍵字來進行存儲、檢索、註釋、分類和評價。Delphi rule is often used to demonstrate the feasibility of reengineering. 可以將初步的再造方案發給若干事先選定的資訊系統專家，徵求他們的意見。 這樣，經過幾輪徵集，最終可獲得比較一致的意見。After several rounds of solicitation of experts’ views, receive the unanimous opinion ultimately. 這對於減少BPR的風險、設置正確的資訊化戰略是十分有用的。It is very useful to reduce the risk of the BPR, set the correct information strategy.

價值鏈分析法Value chain analysis

在對企業的流程進行分析並選擇被改造流程時，可以採用哈佛大學波特教授提出的價值鏈分析法。價值鏈分析法是辨別某種"價值活動"是否能給本企業帶來競爭力的方法，這一理論最早發表在波特的一篇關於如何將價值鏈分析與資訊技術結合起來的論文中，後來被發展成為企業戰略分析的重要手段，對企業資訊化建設也有很重要的應用價值。Value chain analysis is to identify a "value" whether to give the enterprise a competitive advantage. This theory was first published in the Potter's a paper on how to join chain analysis and information technology together, later to be developed into an important means of corporate strategy, the construction of enterprise information technology is very important. 波特認為：在一個企業中，可以將企業的活動分為主要活動與輔助活動兩種。因此，將一個企業的活動分解開來，並分析每一個鏈條上的活動的價值，就可以發現究竟哪些活動是需要改造的。Analysis of the value of each chain of activities, you can find out what kinds of activities are in need of rehabilitation, 例如，可以按照某項業務將有關的活動細分為幾個範圍(如將產品銷售分解成市場管理+廣告+銷售人員管理+……)，從中發現可以實現差別化和產生成本優 which can achieve differentiation and to generate cost advantages.

ABC成本法又稱作業成本分析法ABC cost method, also known as operating cost analysis

主要用於對現有流程的描述和成本分析。Mainly used for the description and cost analysis of existing processes. 作業成本分析法和上述價值鏈分析法有某種程度的類似，都是將現有的業務進行分解，找出基本活動。The ABC cost analysis and value chain analysis is similar to a certain degree of existing business decomposition, and find out the basic activities. 但作業成本分析法著重分析各個活動的成本，特別是活動中所消耗的人工、資源等。However, the operating cost analysis focus on analyzes the cost of various activities, especially activities in the consumption of labor, and resources etc.

標桿瞄準法Benchmarking method

標桿瞄準法可用在設立改革的目標和遠景、確定流程再造的基準等方面。The benchmarking method can be used in the establishment of the reform objectives and vision, to determine the benchmark for other aspects of process reengineering. 在許多行業都有一些成功的企業，這些企業的做法可以為行業中的其他企業所效倣，因此，也可以將這些企業的一些具體的指標作為其他企業的標桿。Have a number of successful businesses in many industries, these business practices can be emulated by other enterprises in the industry, can also be some specific indicators of these enterprises as a benchmark for other companies.