基于目标的业务过程建模与重组

当前大多数有关业务过程建模的研究都集中在如何描述及其排序问题,而没有考虑到对企业目标的描述。本文从企业目标出发,提出了包含目标、活动、角色、资源和规则视图的过程模型,并采用谓词逻辑和集合相结合的形式化方法来对此进行描述定义,提高模型的准确性和质量。然后在此基础上提出了集成的业务过程重组框架,并对重组过程进行初步探讨。这种基于目标的建模方法能够在一定程度上提高模型的精确性,实现资源的合理分配,并在业务目标发生变化的情况下,快速实现业务过程重组任务。     

Planning for the unexpected [business agility]

Over the last few years, companies have been focused on increasing their efficiencies and in that process have tried to become lean. They have documented business processes and cut non value-added costs. In doing so, they have ensured that business processes are executed consistently and at low costs. However, they have not focused on how to adapt these business processes quickly to external events. This is where business agility actually comes in. In measuring the latency between the appearance of an external event and the implementation of the appropriate change, companies measure their level of agility. Performance scenario planning ahead of time to hedge risks can reduce this latency. In this paper, the author describes the importance of combining the efficiency element of lean with a level of agility. Organizational change, business process redesign, application transformation, and infrastructure adaptability needs to be addressed to increase the business agility of an enterprise.     

Fractal lines [business structures design]

Medium-sized enterprises generally need business structures that allow flexible and uncomplicated responses to changing market situations. Their management, particularly in companies operating in a narrow market gap, is forced to display more dynamic activities. The demands on their time are characterised by frequent problems, such as failure to deliver in due time, order processing that is difficult to understand, and ever increasing periods for delivery with ever-increasing stocks. The causes for these problems can be found, in most cases, in obscure departmental organisation and workflow structures. Functional enterprise structures developed over the years no longer meet market demands. Structural adaptations and changes are often overdue, but fail because of the sheer complexity of the task. We describe a six-level model-the fractal enterprise-for the design and realisation of vital enterprise structures, which has proved to stand the test in several industrial projects     

关于中小型制造企业系统重构的几点构想

从系统工程的角度，阐述中小型制造企业要在实施BPR的基础之上实施ERP的必要性，通过成功的实例介绍了实施BPR的一般过程，同时介绍了一套完善的企业激励机制和企业员工终身教育机制，能够对中小型制造企业系统重构以启事，从而提高企业的产品质量，缩短产品设计周期，降低成本，提高企业的竞争力和知名度。     

The life cycle process [business model for systems engineers]

To fully comprehend any business organisational process environment, a structure has to be understood to measure or benchmark businesses against. When talking to people in business organisations about their concept of marketing, the importance of logistics, production, development or the positioning of a sales force within a company, there is no recognised model to use to describe the organisation. Within organisations the role and requirement of certain tasks are often issues that cannot be reviewed or modified, due to hierarchical, historical, territorial and parochial precedents. Change is often regarded as an enemy not a friend. ISO 9000 and business quality systems are beginning to establish-common practices within organisations but there is no definitive basic business process model to use. Concepts of what should be done where, when, why and by whom differ widely and this model attempts to provide a viable framework, via some simple diagrams, to measure other business processes against. The author presents a business model for systems engineers     

What's going on? [business activity monitoring]

Modern technology is providing organisations with the thrilling opportunity to inject a revolutionary and unprecedented level of sophistication and control into their business analysis and planning. The old days when these functions were cumbersome, clumsy back-office functions that required many days - or weeks - to yield useful and insightful information are over. Organisations that have the good sense to implement new, state-of-the-art business analysis and planning systems are creating an enormously important in-house resource that can provide comprehensive and detailed information about every aspect of the organisation's activities, and also facilitate a rapid response to new, unforeseen, opportunities or challenges. The research organisation the Gartner Group has crystallised the objectives of business analysis and planning today into the phrase 'business activity monitoring' (BAM). This phrase aptly sums up the purpose of the business planning task: to monitor an organisations activity in every sense and to develop an understanding of what is happening now with the organisation, where the organisation is going and where the major opportunities for increased profitability lie within it. The author shows how to find out just what is going on within your business.     

基于TOC的核心业务流程识别及再造

核心流程的识别与再造是业务流程再造的重点。通过对BPR（Business Process Reengineering,业务流程再造）和TOC（Theory of Constraint,约束理论）两种理论的共性和差异性的分析,发现其差异性恰好弥补了相互的不足性,从而提出一种识别核心流程的新方法。该方法将TOC理论引入业务流程改造中,首先从企业的现存问题出发,运用当前现实树识别企业的瓶颈流程,其次,通过＂注入＂改善流程的＂不良效果＂,再从新进行逻辑连接,生成未来现实树,以清晰表述企业未来发展的远景和所要达到的目标;然后,联合相关环节的员工制定和实施具体实现＂注入＂的方案。最后通过川威公司物流系统流程再造的实例验证了此方法的可行性。     

业务流程重组在中小企业ERP实施中的作用

业务流程重组(BPR)是对现有的业务流程进行根本的再思考和重设计。通过建立全新的组织结构,以充分发挥信息系统的作用,促使经营管理水平得到改善。根据BPR的基本思想和ERP的基本原理,结合中小型企业信息化建设的具体情况,分析企业实施ERP与BPR之间的关系、策略,并给出较为成功的实例。     

制造业企业业务流程再造的建模方法

业务流程再造是实施制造业企业信息化的关键,而良好的建模方法是企业流程再造成功的必要工具。本文通过对目前制造业企业流程再造的特点和当前的流程建模方法进行分析,指出了传统企业流程模型方法在进行制造业企业业务流程再造过程中的局限性,进而提出了基于组件接口思想、采用分布式协同建模的新的适应网络化制造环境下的企业业务流程建模方法。     

面向经营过程重构的组织变革技术研究

据国外咨询公司的调查发现，实施经营过程重构的企业，成功的只占很少一部分。这是因为，经营过程重构不仅仅是调整经营过程中各活动的时序和逻辑关系，而且还牵涉到企业框架内的各个方面，因此，需要辅以其他方面的变革措施，其中最重要的是进行组织结构和组织运行方式的变革。本文结合企业实施经营过程重构的步骤，介绍每一步骤中关于组织方面所估的配套调整，并重点讨论实施组织变革的几种技术手段，这些研究成果，将对经营过程重构的实施起到辅助和支持作用。     

Affordable IT [for manufacturing industries]

Most small to medium enterprises (SMEs) are unable to afford bespoke IT systems. The author investigates how can they benefit from specialist software and considers an IT delivery method that suits the particular software needs of SMEs.     

基于业务流程再造设计汽车整车厂电子采购管理系统

论述通过采购业务流程再造,依托IT技术,尝试建立汽车整车厂电子采购管理系统,从而实现零部件采购业务在成本、质量、速度等方面的明显改善,使国内整车厂进一步降低整车产品的成本,提高企业产品的市场竞争力,并获取更大的利润.     

Why bad forecasts can be good for business...[demand forecasting]

In order for companies to be more responsive to actual customer demand, some degree of forecasting is necessary. In a study on supply chain improvement, the results indicate the importance of demand forecasting. The study show that manufacturers need to create a model of the near future, their demand forecast, to enable them to best configure their supply chain's resources. Forecasting is as important as ever, even as companies seek to become as responsive as possible. New software tools help companies make forecasting less of a black art and more of a scientific process. However, it is key that judgement is used to assess what the software proposes and collaboration, also enabled through software and the Internet, helps involve all key stakeholders to create a robust forecast that the business can work to.     

Modelling for all occasions [rapid prototyping]

Rapid prototyping can dramatically cut the time taken to get a new product to market, and can even be used to create tools and products directly. In the second of two articles, D.T. Pham and R.S. Gault examine the strengths and weaknesses of the various technologies and give advice on how to choose a system for your needs     

Preparing for PDM [product data management]

The symptoms of poor product data management (PDM), data visibility, accessibility and reliability, are evident in many engineering environments. Data discipline has been lost in the proliferation of computer-based tools in a fragmented product development lifecycle. In this paper the authors try to isolate the golden rules of PDM. Process management and product structure management procedures have been identified. By embodying these, one can bring discipline to the management of product data. In application, implementation of `success' is limited by the ability of the technology. A balance is necessary between enablers and business requirements that may demand functionality beyond the cost effective operational parameters of the technology. Technology solutions must be driven by business needs, where the functionality and features of any particular solution are in line with the objectives of the implementation