M公司IT服务业务流程再造研究

发布时间：2018-09-05 13:53

【摘要】：近年来,由于经济全球化和国内外市场经济竞争的日益激烈,业务流程再造作为各大企业增强核心竞争力的有效途径,受到越来越多的企业关注。例如IBM、海尔、中国电信等资深企业,纷纷通过重新构造业务流程和组织方式、创新风险控制模式、整合信息科技系统,寻求对本企业业务流程进行根本性再造的最佳解决方案,以提高企业本身的核心竞争力。这些珍贵文献为M公司IT服务业务进行业务流程再造提供了可借鉴的成功经验。本文以M公司作为研究对象。M公司的集团总公司成立于建国前,M公司于2004年上市,并在2006年逐步成立5家分公司,总资产超过800亿人民币。M公司是一家以IT服务为主,有强大的金融集团为后盾,励志为客户搜寻适时及优质的投资创意及产品,为客户提供多样化的投资管道的IT服务企业。随着业务量的不断增加,客户的需求越来越高、需求变化也越来越快,市场竞争越来越激烈,M公司的发展压力和管理难度也越来越大,以目前的经营模式以及业务流程来看,运营成本高、服务效率低下、风险高度扩散,经营运作将会越来越困难。M公司想要依靠IT服务为客户提供更高质量的服务,改善目前的经营状况,实现企业的战略愿景,并不断保持企业生命力,就急需实施业务流程再造,从而提升本企业的核心竞争力。本文在对业务流程再造相关理论进行研究、同时借鉴国内外企业业务流程再造研究成果以及成功经验的基础上,采用文献分析法和案例分析法,利用理论与实践调研相结合的方法,对M公司业务流程现状及存在的问题进行深入的分析和探讨,总结出M公司开展业务流程再造的重要性和必要性,提出了结合M公司经营现状的业务流程再造的具体方法。通过分析研究M公司业务的流程再造策略可以看到,M公司旧的业务流程已经无法承受公司发展的压力,必须要实施业务流程再造,新的业务流程可以满足公司未来发展的方向,并且在成本、技术、人力、物力上都有实施的可能。本文的业务流程再造方案是以客户为中心,抛开旧体系的分工协作,建立前端、后台分离的集中业务管理体系,将旧模式的“业务全流程”改为前台受理业务、各部门协调处理的高效业务处理模式,达到简化客户流程、提高客户满意度、节约运营成本、降低操作风险、提高内部管理、提升对外服务能力,以提升客户竞争优势的目标。同时,在业务流程再造方案的实施过程中,还需要注意防范业务风险、关注组织队伍的建设、加快业务制度的普及,使业务流程再造得以完全实施。通过对M公司IT服务业务流程再造的设计方案的研究,希望能为国内其他IT服务企业提供启发和借鉴。
[Abstract]:In recent years, due to the increasingly fierce economic globalization and market economy competition at home and abroad, business process reengineering (BPR), as an effective way to enhance the core competitiveness of large enterprises, has attracted more and more attention. For example, IBM, Haier, China Telecom and other senior enterprises have been looking for the best solution for fundamental reengineering of their business processes through restructuring business processes and organizational methods, innovating risk control models, integrating information technology systems, and seeking the best solution for fundamental reengineering of their business processes. In order to improve the core competitiveness of the enterprise itself. These valuable documents provide M company IT services business with successful experience for business process reengineering. This article takes M company as the research object. M company group head office was established in 2004, and gradually set up five branches in 2006. The total assets of the company is more than 80 billion RMB. M company is mainly based on IT service. Backed by strong financial groups, motivated to search for timely and high-quality investment ideas and products for customers to provide customers with a variety of investment channels of IT service enterprises. With the continuous increase of business volume, the customer demand is higher and higher, the demand changes more and more quickly, the market competition is more and more intense, the development pressure and the management difficulty of M company are more and more great, according to the current business model and business process, The operation cost is high, the service efficiency is low, the risk is highly diffused, the management and operation will be more and more difficult. M company wants to rely on the IT service to provide the higher quality service for the customer, improves the present management condition, realizes the strategic vision of the enterprise. And keep the vitality of the enterprise, it is urgent to implement business process reengineering, so as to enhance the core competitiveness of the enterprise. On the basis of studying the relevant theories of BPR, and drawing lessons from the research results and successful experiences of BPR at home and abroad, this paper adopts the literature analysis method and the case analysis method. With the method of combining theory and practice, the paper makes a deep analysis and discussion on the present situation and existing problems of M company's business process, and summarizes the importance and necessity of M company's business process reengineering. Put forward the concrete method of business process reengineering combined with M company's management status. Through analyzing and studying the business process reengineering strategy of M Company, we can see that the old business process of M Company can no longer bear the pressure of the development of the company, it is necessary to implement the business process reengineering, and the new business process can meet the future development direction of the company. And in the cost, technology, manpower, material resources are possible to implement. The solution of business process reengineering in this paper is to take the customer as the center, set aside the division of labor and cooperation of the old system, establish the centralized business management system with the separation of the front end and the background, and change the "whole business process" of the old model into the front stage to accept the business. In order to simplify customer process, improve customer satisfaction, save operating cost, reduce operational risk, improve internal management and enhance external service ability, the goal of simplifying customer process, improving customer satisfaction, saving operation cost, improving internal management and enhancing external service ability are achieved. At the same time, in the process of implementing BPR, we should pay attention to prevent business risk, pay attention to the construction of organization team, speed up the popularization of business system, and make BPR carry out completely. Through the research on the design scheme of IT service business process reengineering in M Company, the author hopes to provide inspiration and reference for other domestic IT service enterprises.
【学位授予单位】：深圳大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F274

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