Implementing strategy-led BPR in a small manufacturing company
Implementing strategy-led BPR in a small manufacturing company
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在一家小型制造公司实施战略主导的 BPR
DOI：
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发表时间：
1997
期刊：
影响因子：
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通讯作者：
A. Hodgson
中科院分区：
文献类型：
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作者：
P. Denton;A. Hodgson
小型制造企业采用“最佳做法”带来了许多实际、理论、财务和组织方面的问题。实施业务战略驱动的业务流程重新设计可被视为迈向最佳做法的一条道路。然而，与“在通往最佳做法的旅程中幸存下来”有关的问题仍然存在。本文考虑从确定关键业务战略到实施业务流程及其支持信息技术系统的过渡。本文分析了业务流程分析（BPA）和BPR的一些方法。小公司（技术，技能，资金）的资源限制，并考虑这些影响，导致选择的BPA和BPR方法的工业案例研究。本文所述的公司涉及特种针织机的设计和制造。本文研究了一个小型制造企业的战略制定和成功的业务流程再造的要求，并提出了一个应用框架的基础上，到目前为止，在上述公司的经验。
The adoption of "best practice" by small manufacturing enterprises (SMEs) poses many practical, theoretical, financial and organisational problems. The implementation of business-strategy-driven business process re-engineering (BPR) can be seen as a way forward towards best practice. However, the problems associated with "surviving the journey" to best practice remain. This paper considers the transition from the identification of key business strategies to the implementation of business processes and their supporting information technology systems. The paper presents an analysis of a number of approaches to business process analysis (BPA) and BPR. The resource constraints of small companies (technology, skill, finance) are identified and the implications of these are considered, leading to a choice of BPA and BPR methodologies for an industrial case study. The company described in this paper is involved in the design and manufacture of speciality knitting machines. The paper investigates the requirements for strategy formulation and successful BPR in a small manufacturing company and suggests an application framework based on experiences to date at the above company.