关于BPR在中国企业中的应用研究中英文互译毕业论文

企业流程再造(BPR)结课作业ResearchonApplicationofBPRinChineseCompanies关于BPR在中国企业中的应用研究ResearchonApplicationofBPRinChineseCompaniesAbstract:ThispaperdiscussedtheapplicationofBPRinChinesecompanies,com-binedwiththesuccessexamplesofChinesecompaniesimplementingBPR,analyzedBPR’sapplicationmodelsofenterprisesinChina,aswellastheresultsofBPR,andinspirationbyBPR’sapplicationformodernenterprisesysteminChina.Keywords:BPR,Businessprocessingmanagement,Chinesecompanies1IntroductionIntothe21century,withtherapiddevelopmentofmodernscienceandtech-nologyandthewideapplicationofinformationtechnologies,marketcompetitionismoreintenseandbrutalthanever,tomaintainthevitalityofenterprises,itisnece-ssarytoadapttothechangingexternalenvironment,straininatimelymanner.Inthenewera,enterprisesunprecedentedchangesinthebusinessenvironment,whethercustomerdemand,productlifecycle,orspeedofmarketgrowth,technologicalchange,competitionlaws,andsoon,almostnoneofthemcanbeexpectedorremainunch-anged.Inthenewera,particularlysincethe2001ChinasuccessfullyjoinsWTOafterincreasinglyfiercemarketcompetition,Chinesecompaniesonlyonthebusinessoperationandmanagementmodeoffundamentalchangesormodificationtoachieveenterprise'ssurvivalanddevelopment.Withincreasinglycloseinternationalenterprisecooperationandtheintensificationofcompetitioninthemarket,mostcompaniesrealizebusinessprocessreengineeringisanothercorporateprofitgrowth,businessprocessreengineeringhasbecomethedomesticandforeignenterprisesandoneofthecirclehotspot,andarewidelyusedindomesticandforeignenterprises.2TheoriginandconnotationofBPR2.1TheoriginofBPRBPR(BusinessProcessingReengineering),referredtoBPR.Isaccompaniedbythearrivaloftheinformationageandproducedarevolutionthatchangedthewayworkwas20centuryinternationallypopularsinceanewmanagementconceptsandmethods,whosebackgroundisprimarilyintheenterprisefacing3Cchallenge,namelyfromcustomer(customer),competition(competition)(changer)Challenge.20centuries90lateUnitedStatesMassachusettsInstituteoftechnologyProfessorMichaelharmmerandCSCmanagementconsultantJameschampyinhisbook,theChairmanofthecorporatereorganization:amanifestoforbusinessrevolutioninmanagementwasfirstproposedtheconceptofbusinessprocessreengineering.ThenBPRasamanagementidea,becomesanewwaveofmanagementreform,andimmediatelywereIBM,andHP,Wal-Mart,ProcterandGamble,GeneralMotorsandFordMotorCompanyputintopractice,andwasahugesuccess.2.2TheconnotationofBPRBPR,asamanagementidea,itsrealsignificanceisthroughthereshapingofexistingbusinessprocesses,includingcarryingoutstructuraladjustmentofresourcestructureadjustmentandhumanresourcesandimprovetheoverallcompetitivenessofenterprises.Throughprocessreengineering,functionsasthecenteroftheoriginaltraditionalmanagementintothenewprocess-centricmanagementfinallyrealizetheenterprisemodeofoperationandmanagementmodeoffundamentalchange.BPRClearlyfocusfivepoints:(1)Processesandprocessesofnon-premiumcontentisminimized.ItisdifferentfromtheFCRorTCMtakingshorteningtimeasthemainsolutiontotheproblem.(2)ProcesstheroleoftheOrganizationasawholebenefits.UnlikeJIT,andTQMwillchangethefocusedworkshopandteamorganizationslikethe"unit".(3)Processoutputsontheroleoftheorganization.(4)BPRIsanimprovementonperformanceratherthanonITitself.AlthoughITdoeshaveasignificantimpactonenterprisebusinessprocessandenablesmanymanualalonewillnotachievesuccessinworkcompleting,applicationinenterprisebusinessprocessesnotstraightenoutconditionsITismisguided.(5)BPRCoreisamodifiedandthennotchangedandunchanged.BecauseofBPR"borrowed"otherbusinessphilosophyandtechniquetoimprovethemselvesbytherealityofideasandtechnology,itcapturesthelongingforbusinessmanagersandthepursuit,whichprovedsoworthwhile.Ascanbeseenfromtheaboveanalysis,BPRisbasedonthebusinessprocessesofreconstructionandrehabilitationcenter,theelementsintheexistingbusinessprocessesforfundamentalrethinkingandradicalredesigninordertomeetcustomerdemand,andrealizesignificantimprovementsinvariousaspects.BPRcombinesthenatureofbusinessmanagementwithsystematicprinciple,forminganewcorporateconcept,realizationofthesoilisanenterprise,isaprerequisiteforsuccessisawarenessoftherealityofenterprise.Itisanimprovement(Improvement),guideenterprisesandtheiremployeesindealingwithday-to-daybusiness,alwaysinadynamic/theglobalwayofthinkingtoconsidertheirbusiness,alllinksworkattuningtheentirebusinessprocesstoinspectit.DangBPRthismanagementphilosophyisrootedincorporateandemployee'sbrain,becomesaconsciousawareness,todevelopahabitofthought,itsdevelopmentwillhaveatremendousboost.3theexamplesofsuccessfulapplicationofBPRinChina3.1Caseone:TheBPRstrategysystemofChinesecommercialbankInrecentyears,China'sbankingindustrywidelyimplementedbusinessprocessreengineeringstrategy,hasachievedsomenotablesuccesses,significantlyimprovethecompetitiveadvantageofChina'sbankingindustry.Processreengineeringofcommercialbanks,alsoknownascommercialbankBPRreferstocommercialbankstomodelasastartingpointforfuturebusinessobjectivesandtoincreasecustomersatisfactionastheCenter,andcreativeuseofinformationtechnology,theestablishmentofreasonableandeffectivebusinessprocessesandmakethemdynamicallyadapttochangesinthefinancialenvironmentandenhancethecorecompetitivenessofarangeofmanagementactivities.Inessence,ChinesecommercialbanksBPRstrategyofcommercialbankinChina'sresponsetothecurrentcustomer,competitionandthechangingchallengesoftransformationofmanagementideasandmanagementmodels.InGeneral,themanagementsystemofthecommercialbanksinChinaisatypicalpyramidstructure,thereisalackofoverallcompetitionconsciousness,organizationalstructureisnotreasonable.Itdoesnothaveastrongsenseofriskpreventionandotherissuesarenecessaryforitsmanagementmodeltochangeinordertomeettheneedsofmarketcompetitionofcommercialbanks.Inotherwords,BPRisthecross-centurystrategyofcommercialbankinChina,for21centurytheprosperityandsurvivalofChina'scommercialbankshaveimportantpracticalsignificance.3.1.1ThecorelinkofBPRinChinesecommercialbankThecorelinkofBPRforChinesecommercialbanksismainlyembodiedinthefollowingthreeareas:(1)CommercialbanksBPRtocustomer-orientedconstructsadded-valuebusinessprocesses.(2)CommercialBPRgoalstocreateadiversebusinessprocesses.(3)CommercialbanksBPRwillcomplywithstandardizedprocessdesignprinciples.3.1.2ThenatureofBPRinChinesecommercialbanks(1)CommercialbanksBPR'sultimategoalistheultimategoalandtheidealmodelofthefutureofthebank.(2)CommercialbanksBPR'scoreistomaximizecustomersatisfaction.(3)ThecreativeuseofinformationtechnologyinBPRofCommercialbanksisthekeytosuccess.3.1.3TheestablishmentofChinesecommercialbanksBPRsystemBasedontheaboveanalysis,thebusinessprocessreengineeringofChineseState-ownedcommercialbanksystemisdividedintofourelements:developmentanddesign,implementationandmonitoring,feedbackandcorrection,platforms,anden-vironments.Developmentanddesignofreferstobusinessprocessintegration,optim-izationandinnovationofcommercialbank;implementationandmonitoringmeanscommercialbanks'strategiesofbusinessprocessreengineeringimplementationfeedbackandcorrectionmeansforprogramrenewalandtransformationofbusinessprocessreengineeringofcommercialbanks;platformandenvironmentreferstothesmoothimplementationofthestrategyforbusinessprocessreengineeringofcomm-ercialbankshascreatedthebasicconditions.Eachoneofthoseelementsinclude4ameasuretotalform4elements16strategicsystemofindicators.Specificcontentshowsinthetablebelow:commercialbankBPRstrategysystemElementnameNameoftheindicatorIndicatorsignificanceDevelopmentanddesignBPRXlCommercialbanksarefullyawareoftheBPR'svalueandpotentialCoreprocessidentificationX2BankscansuccessfullyidentifiedvaluechaincorebusinessprocessDesignX3BusinessprocessdesignedtomeetthebusinessneedsofthecustomerRiskcontrol-orientedX4CommercialbanksBPRstrategiesandriskcontrolstrategiesarehighlyintegratedImplementationandmonitoringSchemedesignofX5Commercialdesignrational,efficientnewprocessesimplementationplanImplementSACmonitorX6CommercialbankswereabletooverseeimplementationofnewbusinessprocessesImplementationplanincentiveX7ThereisaveryefficientimplementationofnewprocesseswithintheBank'sincentivemechanismSourceofhumanresponsibilitytoadjustX8Bankforre-allocationofhumanresourcestopromoteBPRimplementationFeedbackandcorrectionProcessdetectionX9BanksabletotremblingwhentheprocessvalueaddedlinktestingBenchmarkingtechnologyX10CommercialbankscanusebenchmarkingtechniquesforprocessdesignStrategyandideasX11CommercialbanksBPKtonotactivelyinvolvedintheintroductionofadvancedstrategiesandconceptsInternationalX12ProceduresdesignedtocomplywiththeIS09000internationalstandardismodifiedPlatformsandenvironmentsTheapplicationofinformationtechnologyX13CommercialbanksBPKstrategyfullydependoninformationtechnologyplatformfeaturesOrganizationalstructureoptimizationX14BankshaveaclearorganizationstructurereengineeringintheprocessoptimizationEnterpriseculturecultivationX15CommercialBankconsciouslyBPRvalueorientedcultivationEnterprisesystemX16OptimizingthestructureofcorporategovernanceofcommercialbanksinordertopromoteBPRdevelopments3.2Casetwo:BPRofHarbinbrewerygroupIn2001,Harbinbrewerygroup(hereinafter"Harbingroup")anannualoutputreaching120milliontons,1994yearof8milliontonscomparedtoexpandadozentimes.ChinesebeerindustryafterYenChingRestaurant,TsingtaoandrankedfourthaftertheCRC'swell-knownenterprises.Meanwhile,theHarbingroupwithmergerandacquisitionstrategyhasturnedfromalocalbusinessgroupwithanationwidemarketingnetwork.Synchronizedwiththeproductionandsalesvolumeandbusinessexpansionisthemanagementofstress.1998yearwasHarbinGroupManagingthemostdifficultyear,thoughthisyearHarbingroupbenefitshasreacheditshighesteverlevel,butHarbinhiddencrisisinthemanagementofthegroup,startingwiththeexplosionincontradictionwiththespeedofreactiontomarket.Inordertomaximizetheintegrationofresources,reducecostsandresolvethecontradictionbetweenproductionandflexible,HarbinGroupGeneralManagerLiWentaodecidedtolaunchaprocessoptimizationwithinHarbingroupmovement.1998Year1999year,Harbingroupallthepostswiththeprocessdescribeditagain:drawatotal6000moreprocesses.2000years,HarbingroupofdecidedusingthepowerofconsultingcompanyBRPfurtherdevelopmentwithinthecompanyandchoosethehelperforBPRandERPsystemsimplementationconsultant.HampforHAbeergroupformanagementdiagnosisofwhenproposedhas200multipleproblem,lastrefinedfor138aneedsHAbeergroupimprovedofproblemandsolutionway,HAbeergroupup20millionwordmanagementwhitepaperofmaincontentisonprocessstatusanalysis,andmanagementlinedesignandtargetprocessoptimizationreport,andtrainingmanual,mostfileareandBPRrelated.Inadvanceoftheintroductionofaconsultingcompany,havingsetupacentralizedmanagementplatformwithastrongprocessmanagementconcepts,thisisOneofthekeyfactorsoftheHarbingroupforitssuccessinconvertingfromfunctionalorganizationtoaflow-typeEnterprise.HarbingroupofBPRhasbeenabletopassnotonlyinHarbingroupitselfandinclosecooperationwiththeconsultingfirmhamp-related,animportantconditionisthebasisofHarbingroupBPRcentralizedmanagementsystembefore,aboutthecompany'sfinancialcentralizedmanagement,procurement,productionandotheroperations.Harbingroup,now8,highlevelsofthesemoleculestobeintensiveenterprises,eachmoleculeintheorganizationalstructureofthecompanyachievedtheunityofmanagement.Preciselybecauseofthis,HarbingroupBPRmetlittleresistance.StrongleadershiptopromoteKazakhbeergroupofBPRprojectimportanthumanfactor.CompanyexecutivesandtheBPRprojectmanagermusthavealotofcontrolandcommunicationskills,butalsotolearnhowtofocus.Therefore,the"leadershipmobilizeeveryone"isalwaysrunsthroughHarbingroupBPRprojectamainline.ThroughouttheBPRprocess,projectmanagersonbehalfofthecompanyissolelyresponsiblefortheproject'simplementation,butdifficulties,GeneralManagermustintervene,anddecisionprocessesstilloperationalissuesareERPtechnicalorLUNindustryenvironmentissues,examinewaysandtomonitorimplementation.EnterprisetoBPR,streamlinebusinessprocessesandmakemanagementrulesarekey.Harbingroupproductsaleswhenthereisaprobleminthepast,theSalesDepartmentconsideredtheproductionsectorisunabletoprovidesufficientinventoryandproductionmaycomplainaboutthesalesteamtodevelopmarketingplansarenotallowedtoleadtotheproductionofchaos.Thisisbecausetheresponsibilityisnotclear,havenowayoffindingoutwheretheproblemandtheresponsibilityofleadershipwhowillbear.Inparticular,inHarbininprocessoptimizationpracticegroup,BPR'sprimaryroleiscleartwothings:oneistoprocessandposttoclarifyitsresponsibilitieswithintheprocessandcorrespondingworkstandardsandtherewardandpunishmentsystem;thesecondisimprovingtheirrationalprocessnode.Inotherwords,theBPRistoresolvebusinessprocesswhatdoeveryjobinthesystem,inthismandatehow,towhatextentandhowtoevaluatetheproblem.HarbingroupBPRestablishedaftersales,manufacturing,logistics,procurementofthreemajorprocesses,systemsandqualitymanagement,financialmanagement,informationmanagementandhumanresourcesmanagementsystemthatHarbingroupBPRresults.Inthepurchaseprocess,forexample,Harbingroupitemsintoinventoryandconfirmthevendorapprovalprocesswascoordinatedbythebuyer,afterthearrivalofrawmaterials,thepurchaserisnotonlyneedtoinformthekeeperpickingup,alsoseparatelynotifiedtheDepartmentofmeasurementandInspectionOfficetoexaminethegoods,checkiftheinvoiceisnotyetarrived,andfor"warehousing".Inthisprocess,allstakeholdershavetobesigned,andtheinvoiceisreadyto"warehouse"whenthesignatureofsuchpersontoanothertime.Asaresult,throughouttheprocess,requireameasurementtoainvoiceforthegoodsinthewarehouse,warehousekeeper,purchasers,qualitycontrolpersonnel,personnelinallaspectsoffinanceandmiddlemanagersatotalof27individualsignaturesbeforetheycanhandlethepaymentprocedures.FinishedinBPRzhihou,HarbincanceledallneedtobesignedbythemiddleoftheGrouplink,alsoprovidedbythewarehousekeepertocoordinatethewarehousingprocess.Differentisthatwithinacertainamountofaninvoiceforthegoodsintheprocessoftransferringofjustbuyers,warehousekeeperandaccountantfortheaccountingof3individualstosigndealwithpaymenttransactions.3afterbeingsignedbytheindividualdocumentmatching,directlyfromtheERPsystemofthe"invoicing"thislinkiscompleted.ThroughtheimplementationofBPR,rawmaterialinventoryperiodfrom3monthsdroppedto1amonth;packagingmaterialflowfrom1amonthdownto2weeks,stocksreducedthe21.52%;receivablesfromapeakof6500millioncontrolat4500millionprogramareawithineffectivefinancialmanagementandbudgetcontrol,annualmanufacturingcosts1500USDormore.4SeveralinspirationsfromtheapplicationofBPRfortheestablishmentofthemodernenterprisesystemIncurrentstate-ownedenterprisesinChina"reform,restructuring,technologicalinnovationandstrengthenenterprisemanagement",theprocessofestablishingamodernenterprisesystem,advancedresearchofBPRtheory,combinedwithChina'sactualsituationintooperationonChineseenterprisemanagement,improvementofstaffqualityandcompetitivenesshaveimportantimplications.(A)Totheprocessofreconstructionofscientificmanagementmode.(B)Simplifyorganization,reducedlevelsofmanagement.(C)Facingthemarket,yourcustomers,andcustomer-oriented.(D)Promotetheapplicationofinformationtechnology,givefullplaytothepotentialsofinformationtechnology.(E)Theimportanceofhumanresources,strengtheningeducationandtraining.(F)Setvalue-addingbusinessprocesses,streamlinetheorganization.(G)Promotingcreativeandinnovativespirit,increasetoleranceforchange.5ConclusionsWhetherBPRhasitspracticalsignificance?TheanswerofcourseisYes.Although70%percentofthecompaniesmeettheBPRfailed,eventhoughBPRhasbeenquestioned,manycompaniesintheworld500strongenterprisesimplementingBPRhasachievedoutstandingsuccess,makingthemevenmorepowerful.Iftheenterprisetobeapersonwhohasalife,theprocessislikeEnterpriseMeridian,Meridiandoesnotpass,itwillcausedisease.Lightaffectstheprofitabilityofyourbusiness,whileintranslatestheconsummationoflife.Processreengineering,sayiskeytoachievethevitalityofamedicine,orrather,togainenterpriseevergreen,processesneedtobecontinuouslyoptimized.关于BPR在中国企业中的应用研究XX（郑州航空工业管理学院，郑州450046）摘要：本文论述了BPR在中国企业的应用研究，结合企业实施BPR的成功案例，分析了BPR在中国企业中的应用模式以及所得的成果，提出了BPR的应用对中国现代企业制度的启发。关键词：BPR；企业流程再造；中国企业1引言进入21世纪，随着现代科技的快速发展与信息技术的广泛应用，市场竞争比以往任何时候都更加激烈和残酷，企业要保持持续的生命力，就必须适应瞬息万变的外部环境，及时应变。在新的时代背景下，企业所处的商业环境发生了前所未有的变化，无论是顾客需求、产品生命周期，还是市场增长、技术更新速度、竞争规律等等，几乎没有一样可以预料或保持不变。在新的时代背景下，尤其自2001年我国成功加入WTO以后市场竞争日趋激烈，中国企业只有对业务运营方式、管理模式等进行根本性的转变或改造，才能求得企业的生存与发展。随着国际间企业合作的日益紧密和市场竞争的加剧，多数企业认识到企业业务流程再造是企业的又一利润增长点，业务流程再造已成为国内外企业和理论界研究的热点之一，并在国内外企业中得到广泛应用。2BPR的起源和内涵2.1BPR的起源企业流程再造(BusinessProcessingReengineering)，简称BPR。是伴随着信息时代的到来而产生的一场改变工作方式的革命，是20世纪末以来国际上流行一种新的管理观念和方法，其产生背景主要是基于当前企业面临的3C挑战，即来自于顾客(customer)、竞争(competition)变化(changer)挑战。20世纪90年代末，美国麻省理工学院迈克尔·哈默教授和CSC管理顾问公司的董事长詹姆斯·钱皮在其著作《公司重组：企业革命的宣言》中首次提出管理流程再造这一概念。随后BPR作为一种管理思想，成为一股新的管理革新浪潮，并立即被IBM、HP、沃尔玛、宝洁、通用汽车和福特汽车等大公司付诸实践，而且取得了巨大成功。

2.2BPR的内涵BPR作为一种管理思想，其真正意义在于通过对企业原有业务流程的重新塑造，包括进行相应的资源结构调整和人力资源结构调整，提高企业整体竞争力。通过流程的再造，把原有的以职能为中心的传统管理转变成以流程为中心的新型管理，最终实现企业经营方式和管理方式的根本转变。BPR明确关注的焦点有五个：(1)流程及流程中非增值内容的最小化。它不同于FCR或TCM把缩短时间作为主要解决的问题。(2)流程对组织整体效益的作用。它不同于JIT、TQM将改变多集中在车间和班组这样的组织“单元”层。(3)流程产出对组织的作用。(4)BPR是关于绩效的改进而不是关于IT本身。虽然IT确实能够对企业的业务流程产生重大的影响，并能够使许多单靠手工根本无法实现的工作顺利完成，但是在企业业务流程没有理顺的条件下应用IT就是误人歧途。(5)BPR核心是改之有进而不是为变而变。正是由于BPR“借用”了其他经营理念的思路和技术并由现实来完善自己，所以它抓住了企业管理者的向往和追求，并被证实价值所在。从以上分析可以看出，BPR是以企业经营流程为改造对象和改造中心，对现有的经营流程中的各要素进行根本性的再思考和彻底的再设计，以满足客户需求，实现企业在各方面的巨大改善。BPR将企业管理的本质与系统化的原理相融合，形成了一种全新的企业管理理念，得以实现的土壤是企业，得以成功的前提是企业对现实的认识。它是一种改进(Improvement)，指导企业和员工在对待日常业务时，始终以一种动态的／全局的思维方式考虑自身的业务，把工作中各环节置于整个业务流程中去考察它的优化。当BPR这种企业管理理念根植于企业和员工的大脑，成为一种自觉的工作意识，养成一种思维习惯时，它对企业的发展必将会产生巨大的推动作用。3BPR在中国企业中应用的成功案例3.1案例一：我国商业银行BPR战略体系我国银行业近年来普遍实施了业务流程再造战略，取得了卓著的成绩，显著地提高了我国银行业的竞争优势。商业银行流程再造，也称为商业银行BPR，就是指商业银行以未来的经营目标和理想模式为出发点，以提高顾客满意度为中心，创造性地利用信息技术，建立合理有效的业务流程，使商业银行动态地适应金融环境的变化和提高核心竞争能力的一系列管理活动。从本质上说，我国商业银行BPR战略是我国商业银行为应对当前顾客、竞争和变化的挑战而产生的一场管理观念和管理模式的变革。一般而言，我国商业银行现行管理体系是典型的金字塔结构，存在着整体竞争意识缺乏、组织结构不合理、风险防范意识不强等问题，必然要求其对管理模式加以变革以适应商业银行市场竞争的需要。也就是说，BPR是我国商业银行的跨世纪战略，对21世纪我国商业银行的兴衰存亡具有重要的现实意义。3.1.1我国商业银行BPR的核心环节我国商业银行BPR的核心环节主要体现在如下三个方面：(1)商业银行BPR要以顾客为导向，构造增值型业务流程。

(2)商业银行BPR要以创建多样化业务流程为目标。(3)商业银行BPR要遵从规范化、标准化的流程设计原则。3.1.2我国商业银行BPR的本质特征(1)商业银行BPR的终极目标是银行未来的终极目标和理想模式。(2)商业银行BPR的核心是最大限度地提高顾客满意度。

(3)商业银行BPR成功的关键是创造性地利用信息技术。3.1.3我国商业银行BPR体系的确立根据以上分析，本研究将我国国有商业银行业务流程再造体系分为四个要素：开发与设计、执行与监督、反馈与修正、平台与环境。开发与设计是指商业银行业务流程的整合、优化与创新；执行与监督是指商业银行对业务流程再造战略的体实施；反馈与修正是指商业银行对业务流程再造方案更新与改造；平台与环境是指商业银行为业务流程再造战略的顺利开展所创造的基础性条件。其中，每个要素包括4个测度指标，共形成4要素16指标的战略体系，具体如下表所示：表3-1我国商业银行BPR战略体系要素名称指标名称指标意义开发与设计BPR意识Xl商业银行能够充分认识到BPR的价值和潜力核心流程识别X2银行能够从价值链中成功地识别出核心业务流程多样化设计x3业务流程设计能够满足客户多元化的业务需求风险控制导向X4商业银行BPR战略能够与风险控制战略高度融合执行与监督实施方案设计X5商业银行设计出合理、有效的新流程实施方案实施方囊监督X6商业银行能够对新业务流程的实施过程进行监督实施方案激励X7银行内部存在一套高效的新流程实施的激励机制人力责源调整X8银行进行人力资源的重新配置以促进BPR的实现反馈与修正流程检测X9商业银行能够有兢地时流程价值增值环节进行检测标杆瞄准技术X10商业银行能够熟练地使用标杆瞄准技术进行流程设计策略与观念X11商业银行BPK过程中能够不斯引入先进的策略与观念国际标准X12流程的设计能够按照IS09000国标标准进行修正平台与环境信息技术应用X13商业银行BPK战略能够充分依靠信息技术平台的功能组织结构优化X14银行组织结构在流程再造过程中产生明显的优化企业文化培育X15商业银行有意识地进行BPR价值现的开发性培育企业制度再造X16商业银行优化公司治理结构以促进BPR的发展3.2案例二：哈尔滨啤酒集团BPR案例2001年，哈尔滨啤酒集团(以下简称“哈啤集团”)的年产量达到120万吨，与1994年的8万吨产量相比扩大十几倍。成为中国啤酒业继燕京、青啤和华润之后名列第四的知名企业。与此同时，哈啤集团凭借并购策略已经从一个地方性的企业变成了拥有全国性营销网络的集团公司。与产销量和业务规模的扩展同步是管理上的压力。1998年是哈啤集团管理最艰难的一年，尽管这一年哈啤集团经济效益达到了历史最高水平，但哈啤集团管理上隐藏着危机，首当其冲的是