D公司管理流程改进研究
发布时间：2019-06-15 02:20
【摘要】：随着市场经营环境的发展变化,传统的以职能管理为主、纵向一体化的管理方式渐渐不能满足企业的发展需要,科学现代化的管理方式对企业的经营生产活动越来越重要,越来越多的企业开始引进先进的管理理念和管理方法,提升企业的管理水平,提高企业的市场竞争力。近年来,流程管理理论作为一种先进的管理指导思想,引进我国后,便成为了企业界和学术界研究的热点,使越来越多的企业开始关注自身的流程,实行以流程管理为主、横向一体化的管理方式。D公司作为中小化工企业,经过近八年的发展,虽然目前现行的管理流程在一定程度上能够保障公司的正常运转,完成既定指标,但是公司面对的内外部环境都发生了重大的改变,其面临着与众多中小企业同样的问题:核心竞争力缺乏,管理水平低下,市场抗风险能力较差等。与此同时,随着环保政策越来越严,下游企业(制浆造纸企业)进一步集中,同行业的竞争日益激烈,D公司内部管理问题也正在制约着企业的进一步发展。D公司公司在运作过程中明显感觉吃力,进而限制D公司快速的发展。面对以上问题,通过梳理诊断D公司管理流程过程中出现的问题,分析其原因,依据管理相关理论知识,D公司必须强化公司管理的体系化和战略化。D公司管理工作将来改善的重要方向是要从现有的以职能为导向的管理向以流程为导向的管理方式转变。主要途径是通过改进现行组织结构和管理方式以及现行管理流程等方面研究解决目前问题。因此,对D公司的管理流程进行改进,提出相应的解决方案,从而达到提高D公司的管理水平、企业的运作效率和核心竞争力的目的;同时,通过对D公司管理流程的探讨,旨在对其他类似企业有一定的适用性和借鉴价值。本论文运用文献研究、案例结合理论分析等方法,对D公司管理流程改进的过程中,制定了D公司管理流程改进的目标:构建一套“高效、务实、简洁”,适合D公司现实发展需要同时又能可持续优化改进的管理流程。基于D公司管理流程改进目标,逐步分解,改进了企业的组织结构,增设了总经理助理一职,同时为了简化工作汇报程序,将售后服务部并入技术部门;构建了流程优化责任主体,需求部门提出改进需求,由总经理助理监管,行政办公室协助执行;实行了以流程为中心,职能管理并行的管理方式;设计了管理流程改进效果的评价指标,并赋予了一定的权重。
[Abstract]:With the development and change of the market management environment, the traditional functional management is the main, the vertical integration management mode can not meet the development needs of the enterprise gradually, the scientific and modern management mode is more and more important to the management and production activities of the enterprise, more and more enterprises begin to introduce advanced management ideas and management methods, improve the management level of the enterprise and improve the market competitiveness of the enterprise. In recent years, process management theory, as an advanced management guiding ideology, has become the focus of business and academic research after the introduction of China, making more and more enterprises begin to pay attention to their own process, implement process management as the main, horizontal integration of management. D company, as a small and medium-sized chemical enterprises, after nearly eight years of development, Although the current management process can ensure the normal operation of the company to a certain extent and complete the established indicators, the internal and external environment faced by the company has undergone major changes, facing the same problems as many small and medium-sized enterprises: lack of core competitiveness, low management level, poor market risk resistance and so on. At the same time, with the stricter and stricter environmental protection policy, the downstream enterprises (pulping and papermaking enterprises) are further concentrated, and the competition in the same industry is becoming increasingly fierce, and the internal management problems of D company are also restricting the further development of enterprises. D company obviously feels the difficulty in the operation process, thus restricting the rapid development of D company. In the face of the above problems, by combing and diagnosing the problems in the management process of D company, and analyzing the reasons, according to the relevant theoretical knowledge of management, D company must strengthen the systematization and strategy of company management. The important direction of improving the management work of D company in the future is to change from the existing function-oriented management to the process-oriented management mode. The main way is to improve the current organizational structure and management methods, as well as the current management process to solve the current problems. Therefore, the management process of D company is improved and the corresponding solutions are put forward, so as to improve the management level of D company, the operational efficiency and core competitiveness of the enterprise. At the same time, through the discussion of the management process of D company, the purpose is to have certain applicability and reference value for other similar enterprises. By using the methods of literature research, case study and theoretical analysis, this paper formulates the goal of D company management process improvement in the process of D company management process improvement: to construct a set of "efficient, pragmatic and concise" management process, which is suitable for the realistic development of D company and can optimize the management process sustainably at the same time. Based on the management process improvement goal of D company, it gradually decomposes, improves the organizational structure of the enterprise, adds the post of assistant general manager, at the same time, in order to simplify the work reporting procedure, the after-sales service department is integrated into the technical department; the main body of process optimization responsibility is constructed, and the demand department puts forward the improvement demand, which is supervised by the assistant general manager and assisted by the administrative office. The evaluation index of management process improvement effect is designed and given a certain weight.
【学位授予单位】：天津商业大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F426.7
本文编号：2499888
[Abstract]:With the development and change of the market management environment, the traditional functional management is the main, the vertical integration management mode can not meet the development needs of the enterprise gradually, the scientific and modern management mode is more and more important to the management and production activities of the enterprise, more and more enterprises begin to introduce advanced management ideas and management methods, improve the management level of the enterprise and improve the market competitiveness of the enterprise. In recent years, process management theory, as an advanced management guiding ideology, has become the focus of business and academic research after the introduction of China, making more and more enterprises begin to pay attention to their own process, implement process management as the main, horizontal integration of management. D company, as a small and medium-sized chemical enterprises, after nearly eight years of development, Although the current management process can ensure the normal operation of the company to a certain extent and complete the established indicators, the internal and external environment faced by the company has undergone major changes, facing the same problems as many small and medium-sized enterprises: lack of core competitiveness, low management level, poor market risk resistance and so on. At the same time, with the stricter and stricter environmental protection policy, the downstream enterprises (pulping and papermaking enterprises) are further concentrated, and the competition in the same industry is becoming increasingly fierce, and the internal management problems of D company are also restricting the further development of enterprises. D company obviously feels the difficulty in the operation process, thus restricting the rapid development of D company. In the face of the above problems, by combing and diagnosing the problems in the management process of D company, and analyzing the reasons, according to the relevant theoretical knowledge of management, D company must strengthen the systematization and strategy of company management. The important direction of improving the management work of D company in the future is to change from the existing function-oriented management to the process-oriented management mode. The main way is to improve the current organizational structure and management methods, as well as the current management process to solve the current problems. Therefore, the management process of D company is improved and the corresponding solutions are put forward, so as to improve the management level of D company, the operational efficiency and core competitiveness of the enterprise. At the same time, through the discussion of the management process of D company, the purpose is to have certain applicability and reference value for other similar enterprises. By using the methods of literature research, case study and theoretical analysis, this paper formulates the goal of D company management process improvement in the process of D company management process improvement: to construct a set of "efficient, pragmatic and concise" management process, which is suitable for the realistic development of D company and can optimize the management process sustainably at the same time. Based on the management process improvement goal of D company, it gradually decomposes, improves the organizational structure of the enterprise, adds the post of assistant general manager, at the same time, in order to simplify the work reporting procedure, the after-sales service department is integrated into the technical department; the main body of process optimization responsibility is constructed, and the demand department puts forward the improvement demand, which is supervised by the assistant general manager and assisted by the administrative office. The evaluation index of management process improvement effect is designed and given a certain weight.
【学位授予单位】：天津商业大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F426.7
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