| 摘要(英) |
There are a variety of uncertainties about the challenge and development existing in the industry of distribution pannel board in recent years, mainly because of the sluggish domestic investment market, which reduces the demands for electricity, making the competition in the already shrinking domestic market even more intense. In the face of this challenge, enterprises invariably think about how to seek any opportunity to improve their own competitive advantages. Once regarded as the highlight in the traditional competition, the high degree of customization is now seen as a big obstacle to the development of competitive advantage and improvement of process.
The theme of this study is how the industry of distribution panel board adopts the business process reengineering to improve the business performance and achieve the goal of sustainable operation. This study reviewed the definition of business process reengineering made by scholars, and found out the characteristics in common. In this study, the development of G company and its production process are analyzed deeply, the method of business process reengineering proposed by Michael Hammer (1993) is adopted, and the three principles of reengineering proposed by Grover (1995) are abided by, in order to implement the standardization and specialization of work into the core production process through the diagnostic process and reengineering process, thus lowering the threshold of handling techniques requirement in the production line. By doing so, the production line can respond faster to the market demands, which helps the enterprise achieve the goal of shortening the delivery of customers’ order, dramatically lifting the enterprise’s revenue, and winning a place on the intensely-competed market.
The study, targeted at the business process reengineering carried out by G company, put forwards the corresponding suggestions. The management must evaluate the effects brought up by the new process more carefully, and continue to seek improvement. For the conflict within the department, the study suggests the set-up of internal control department responsible for training employees in the enterprise to facilitate the import of new process. Besides, the results of this study fail to completely apply to other situations, because the study adopts the method of case study. The use of quantitative method is expected to be employed in the future, in order to make the research results yield highly applicable methods of management, so as to provide reference for other industries. |
| 參考文獻 |
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