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1、Business Process Analysis - A Letter from AmericaProfessor V. ArunachalamDistinguished Service Professor, Departments of Material Science and Engineering Robotics and Engineering Public Policy Carnegie Mellon University Pittsburgh, PA, 15217 and Dr. Eswaran SubrahmanianSenior Research Scientist,Engi
2、neering Design Research Center Carnegie Mellon University Pittsburgh, Pa, 15217 August, 1995 A report to Engineering and Scocial Science Research Council, UK To enable the reader to access this BPRC report speedily and flexibly, it has been organised into the following separate sections: Contents Pa
3、ge Abstract Introduction Reengineering Corporations and Reengineering The Chrysler Corporation Caterpillar Jet Propulsion Innovation in Defense: Hughes Aircraft Innovation in Technologies Government Initiatives Methods and Tools for BPA IT and BPR Japan and Reengineering Human Resources in BPR Probl
4、ems in Reengineering A Few more lines References A report to Engineering and Scocial Science Research Council, UKSection 1: AbstractThis report is on the recent innovations implemented by American companies in the way they manage their business and by the US government in supporting the industrial a
5、nd technological base in the country. American corporations visible to outsiders are generally very large, with annual budgets running well above the national budgets of many countries, and with a range of diverse operations transcending divisional, organisational and national barriers. In respondin
6、g to changes in the global market place, they are continually introducing innovations in process and product technologies and in product development and manufacturing cycles. It is difficult to enumerate, let alone discuss, all the innovations that are seen in US business today. Instead, we shall fo
7、cus on innovations that are significant and generic for improving business processes. This is relevant as more than fifty percent of US firms are medium or small sized, and the general competitiveness of US industry depends on them as well. In this report, we do not discuss the recent trends in fina
8、ncial, merger, ROD and marketing strategies and processes. Instead, we discuss only those issues related to business processes that impact the ability of US business to meet the identified market demands in cost, quality and time. A phrase, now increasingly in vogue, to describe the efforts in proce
9、ss improvements is Business Process Re-engineering (BAR). Hammer and Champ define BAR as the radical rethinking of the business processes to achieve dramatic improvements in critical contemporary measures of performance as cost, quality and speed. This characterisation of re-engineering is often int
10、erpreted in multiple ways resulting in different models and methods of implementation of business process re-engineering. Reported failure rates of about forty to seventy percent for BAR applications in achieving stated goals can indeed be attributed to the differences in perceived definition of wha
11、t constitutes re-engineering and the level of implementation. In practice, implementations of re-engineering span from re-engineering local process to a complete restructuring the entire organisation. Business process re-engineering for local improvements have led to the development of analytical mo
12、dels for optimisation of existing processes through simpler procedures and incorporation of Information technology. Activity based accounting, an American invention, is also used in conjunction with process re-engineering projects efforts. The drive towards BAR in American industries has spawned an
13、industry of consultants and process mapping and simulation tools. A brief review of the state-of-the art in analytical methods and tools such as IDEFO, SAT, BPMAT and Design Process Matrix is also provided in this report. At the other end, there are examples of well established organisational struct
14、ures and processes being totally replaced by new structures and flexible processes. Such total re- structuring efforts may well include use of cross functional teams, retraining and activities related to the management of innovation as integral parts of the business processes, well beyond the conven
15、tional activities of design, manufacture, and service of products. The difference between successful and unsuccessful firms that use BAR appears to lie more on the scope and coverage of the BAR efforts than on the mere application of tools and methods. We illustrate the above inferences by discussin
16、g the various models used by some US firms and the experience of a few select industries in adopting BAR. There are examples of a laboratory re-engineering itself and others from defence industries re-engineering themselves to accommodate ending of the Cold War and declining defence budgets. Re-engineering depends on people: the way they learn their jobs, work and collaborate with their colleagues. Often, this invo
