企業流程再造各階段歷程中關鍵影響因素之探討

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姓名

陳佑宣(Yu-Hsuan Chen) 查詢紙本館藏

畢業系所

企業管理學系

論文名稱

企業流程再造各階段歷程中關鍵影響因素之探討
(The Determinants of Business Process Reengineering)

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摘要(中)

企業流程再造(Business Process Reengineering ,BPR)是將企業現有流程根據需求進行重新的設計，以建造出更符合企業需求的流程。透過這種方式，幫助企業來檢查內部的活動以及資訊流，促使企業的關鍵流程能有效的簡化，藉此來降低成本、改善品質以及增加企業的靈活性。
但是許多研究指出，企業流程再造專案的失敗率高達70%，會有如此高失敗率的原因眾說紛紜，像是企業並沒有把流程再造專案與策略目標進行校準、沒有透過有效的資訊科技實行、不實際的實行範圍以及預期、無法掌握變革的員工阻力，抑或是流程再造無法跟上環境的變化等。因此本研究便希望統整出在企業流程再造推行各個階段中，存在哪些關鍵影響因素，並了解這些不同的因素對於企業流程再造整體運作的成效帶來何種程度的影響。
本研究先將企業流程再造的推行過程分為審視與評估階段、專案成立階段、實行階段等三個階段，並透過不同的成效做衡量點，了解在推行企業流程的三階段時，必須注意何種關鍵因素。成效共分為營運效率、財務、品質、客戶與市場、組織成長以及資訊等六種成效衡量點。並以問卷的方式進行研究，問卷發放的對象為台灣有推行BPR專案的公司。在問卷蒐集後以AHP為主要方法，算出各成效衡量點下，關鍵影響因素的權重值，藉此了解推行BPR公司中對於各因素的重視程度。
根據AHP的結果顯示，在BPR審視與評估階段中，必須要注重企業的資訊整備程度；在BPR專案成立中，最重視的因素是要聘請專業且有經驗的BPR顧問；在BPR實行階段中，最重視的因素是要以策略為起點進行流程分析。

摘要(英)

Business Process Reengineering(BPR) is the analysis process within an organization ,and redesigns company’’s existing processes based on demand which can improve company’s performance. Many surveys estimate the failure rate of BPR project as high as 70 percent ,so the study wants to find the BPR critical factors for successful BPR efforts.
First, the implementation of BPR is divided into three stage, including BPR evaluation stage, BPR project foundation stage and BPR implementation stage, and uses the different BPR effectiveness to assess the most important key factors in the BPR three steps. The different effectiveness include operating effectiveness, financial effectiveness, quality effectiveness, organizational growth effectiveness, customer and market effectiveness and information effectiveness.
The study uses AHP(Analytic Hierarchy Process) as a major research method. The empirical results show the different effectiveness points in the BPR evaluation stage, we focus on the degree of enterprise information technology.The different effectiveness point of view in the BPR project foundation stage, we must hire a professional BPR consultants. The different effectiveness point of view in the BPR implementation stage, we must use the strategy as a starting point to analyze process .

關鍵字(中)

★ 分析層級程序法
★ 企業流程再造

關鍵字(英)

★ Business Process Reengineering (BPR)
★ Analytic Hierarchy Process(AHP).

論文目次

摘要 i
Abstract ii
目錄 iii
表目錄 vi
圖目錄 viii
第一章　緒論 1
1-1　研究背景與動機 1
1-2　研究目的 2
1-3　研究流程 2
第二章　文獻回顧 4
2-1　企業流程管理定義 4
2-1-1 企業流程 4
2-1-2 企業流程管理 6
2-1-3 企業流程再造 6
2-2 企業策略與企業流程再造 7
2-3 資訊科技與企業流程再造 8
2-4 企業流程再造與電子化企業 10
2-5 企業流程再造實行 11
2-5-1 企業流程再造挑戰 11
2-5-2 企業流程再造需考量因素 12
2-5-3 實行企業流程再造之方法論 13
2-6 小結 18
第三章　研究方法 22
3-1　研究模型: 22
3-2　研究構面之操作性定義與衡量 26
3-2-1　企業流程再造專案成效影響因素 26
3-2-2　企業統計變數衡量 30
3-3　研究設計 31
3-3-1　尺度衡量選擇 31
3-3-2　問卷內容 32
3-3-3　問卷發放方法與資料選取 32
3-4　統計分析方法 33
3-4-1 敘述性統計分析 33
3-4-2 信度分析 33
3-4-3 相關分析 33
3-4-4 分析層級程序法 33
第四章　研究分析結果 36
4-1　基本資料分析 36
4-1-1 問卷發放與回收概況 36
4-1-2 填答者基本資料分析 36
4-2　敘述性統計 40
4-3　信度分析 45
4-4　分析層級程序法(analytic hierarchy process,AHP) 46
4-4-1 營運效率成效觀點 46
4-4-2 財務成效觀點 52
4-4-3 品質成效觀點 58
4-4-4 客戶與市場觀點 65
4-4-5 組織成長觀點 72
4-4-6 資訊成效觀點 79
4-4-7 各成效間比較 85
4-4-8 各階段間構面相關性 93
第五章研究論述 95
5-1 BPR實行背景與動機 95
5-2 BPR與企業策略 96
5-3 BPR與資訊科技 97
5-4 BPR與組織變革 99
5-5 BPR與企業績效 100
第六章結論與後續研究方向 102
6-1 結論 102
6-2 研究限制與後續研究建議 103
參考文獻 105

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指導教授

呂俊德(Jun-Der Leu)

審核日期

2012-7-17

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