导　　师： 李锋;胡庭华

学科专业： 1201

授予学位： 硕士

作　　者： ;

机构地区： 华南理工大学

摘　　要： 20世纪90年代兴起的业务流程再造（BPR）是对传统管理模式的挑战，在学术和企业界是一种全新的管理理论和方法，它主张通过对企业业务流程进行重新思考和设计，使企业的绩效水平能够得到明显的改善，并逐渐成为世界上最为流行的企业获得竞争优势的一种途径。其基本思想是指对企业过程进行根本性思考和彻底重新设计，以实现经营业绩如质量、成本、交货期、用户等方面的突破。它是面向企业经营的全过程，面向顾客需求，突出价值增值，降低成本，从而达到快速适应环境变化的目的。 本文在介绍了BPR理论的发展历程、国内外主要研究成果等内容的前提下，通过对S公司WD部门/(简称WD/)内外部环境变化以及目前所面对危机的深入分析，提出了WD实施生产流程再造的必要性，通过绘制并描述WD生产流程图和与SKDC的对比，提出生产流程再造的可行性；使用ASME方法，定量分析了各个活动消耗的时间，发现流程中的非增值活动；使用作业成本法，计算生产流程的运行费用；使用价值流程图法，计算产品的生产周期。重点介绍了其生产流程再造实际应用中的设计、实施、评价和保障、改进等内容，并讲述了WD部门在节省成本其他方面所做的如5S、能源节省、工序自动化、机器产能提升等努力。通过对WD产品再造流程进行分析，总结得出通过并实施流程再造，提高了WD部门的运营效率，降低了产品得生产成本，提高产品竞争力，促进S公司稳固在磁头行业中的领先地位。 从实际执行情况来看，新的生产流程的增值活动比例从原来的9.46/%提升到了16.2/%，新的生产流程的生产成本是旧的生产流程的生产成本的87.9/%；新的生产流程的生产周期是旧的生产流程的生产周期的58.3/%。再造后的生产流程明显的优于过去的生产流程，新的产品生产流程的生产成本降低，生产周期缩短，企业的经济效益明显的提高。 The rise of the1990s business process reengineering /(BPR/) is a challenge to thetraditional management model, in academic and business circles is a new managementtheory and methods, it advocated the adoption of business process re-thinking and design,so that enterprises level of performance can be significantly improved and graduallybecame one of the world's most popular way to gain a competitive advantage. The basicidea is that the fundamental processes of the enterprise thinking and completelyredesigned in order to achieve breakthrough business performance, such as quality, cost,delivery, and other aspects of the user. It is the whole process-oriented business-orientedcustomer needs, outstanding value-added, cost reduction to achieve the purpose of quicklyadapt to environmental changes. This paper describes the content in the course of development, the main researchresults at home and abroad, such as BPR theory premise, through the S Corporation WDsector /(referred to WD/) changes in the external environment as well as in-depth analysisof the current crisis facing the proposed implementation of the production WD the needfor process reengineering, and describe the WD production by drawing flow charts andcomparison with SKDC was proposed was feasible production process reengineering;using ASME method, quantitative analysis of the various activities consume time andfound the process of non-value-added activities; use Activity-Based Costing, actual costsflow; using value stream mapping method, computing products have production cycle.Focuses on the practical operation of its production process reengineering in the design,implementation, evaluation and protection, improvement and other content, and tells theWD sector cost savings are made in other areas such as5S, energy saving, processautomation, machine production capacity and so have to work hard. By WD productreengineering processes to analyze, summarize results and implement processreengineering through improved operational efficiency WD sector, reducing the producthave production costs, improve product competitiveness, promote S's head firmly in theleading position in the industry. Practical implementation point of view, the proportion of value-added activitiesto enhance new production processes from the original9.46/%to16.2/%, the cost ofproduction of new production processes is87.9/%of the old production process ofproduction costs; production cost of new production processes is58.3/%of the old production process of the production cycle. After the production process reengineeringsignificantly better than past production processes, production costs of new productionprocesses to reduce production cycle shortened significantly improved economicefficiency of enterprises.

关 键 词： 流程再造 生产流程 价值流 作业成本法

分 类 号： [F426.671]

领　　域： [经济管理]