本文選題：業(yè)務(wù)流程改進(jìn)　切入點(diǎn)：業(yè)務(wù)流程重組　出處：《吉林大學(xué)》2013年碩士論文　論文類型：學(xué)位論文

【摘要】：業(yè)務(wù)流程影響著公司的持續(xù)發(fā)展，一個(gè)好的業(yè)務(wù)流程才能給公司帶來(lái)高效的經(jīng)營(yíng)，正是認(rèn)識(shí)到業(yè)務(wù)流程對(duì)公司持續(xù)經(jīng)營(yíng)的重要性，許多領(lǐng)導(dǎo)者都想對(duì)自己公司的業(yè)務(wù)流程進(jìn)行改進(jìn)，擁有一個(gè)高效的業(yè)務(wù)流程。最常用的業(yè)務(wù)流程改進(jìn)方法就是業(yè)務(wù)流程重組，但使用業(yè)務(wù)流程重組方法的成功率不高是困擾眾多領(lǐng)導(dǎo)者的事實(shí)，如何有效應(yīng)用業(yè)務(wù)流程重組來(lái)提升業(yè)務(wù)流程改進(jìn)的成功率，成為本文選題的一個(gè)出發(fā)點(diǎn)。六西格瑪管理法是用系統(tǒng)的眼光思考的管理方法，它通過(guò)實(shí)事求是的科學(xué)態(tài)度和各種分析工具的靈活使用來(lái)對(duì)業(yè)務(wù)流程進(jìn)行改進(jìn)、設(shè)計(jì)、再設(shè)計(jì)和管理控制，使企業(yè)在流程能力方面達(dá)到最佳境界，獲取最大化的成功。所以，應(yīng)用六西格瑪管理和業(yè)務(wù)流程重組結(jié)合的方法對(duì)業(yè)務(wù)流程進(jìn)行改進(jìn)，在實(shí)施過(guò)程中進(jìn)行優(yōu)勢(shì)互補(bǔ)，能有效的促進(jìn)業(yè)務(wù)流程改進(jìn)工作的實(shí)施，提升業(yè)務(wù)流程改進(jìn)的成功率。 本文通過(guò)對(duì)吉林省藥品公司的現(xiàn)狀進(jìn)行描述，分析了公司當(dāng)前的內(nèi)外部發(fā)展環(huán)境，知道公司需要進(jìn)行的業(yè)務(wù)上的調(diào)整，從而發(fā)現(xiàn)了公司業(yè)務(wù)流程存在的一些問(wèn)題，需要改進(jìn)公司的業(yè)務(wù)流程。通過(guò)對(duì)業(yè)務(wù)流程重組相關(guān)理論的介紹，提出了業(yè)務(wù)流程重組的實(shí)施模型，并對(duì)六西格瑪管理的理論、組織架構(gòu)以及實(shí)施模型進(jìn)行了詳細(xì)的描述，在此基礎(chǔ)上，通過(guò)業(yè)務(wù)流程重組與六西格瑪管理的相同點(diǎn)和不同點(diǎn)的分析，論證了六西格瑪管理與業(yè)務(wù)流程重組結(jié)合的可行性，并在此基礎(chǔ)上提出了六西格瑪管理與業(yè)務(wù)流程重組結(jié)合實(shí)施的組織架構(gòu)和培訓(xùn)機(jī)制。經(jīng)過(guò)思考，公司管理者決定采用基于六西格瑪管理的業(yè)務(wù)流程重組方法對(duì)公司業(yè)務(wù)流程進(jìn)行改進(jìn)。 應(yīng)用基于六西格瑪管理的業(yè)務(wù)流程重組方法對(duì)吉林省藥品經(jīng)營(yíng)公司進(jìn)行流程改進(jìn)，提出了該方法的五步驟實(shí)施框架，根據(jù)五步驟的實(shí)施框架，經(jīng)過(guò)確定流程改進(jìn)目標(biāo)、流程描述、流程改進(jìn)三個(gè)階段實(shí)現(xiàn)對(duì)公司存在問(wèn)題的業(yè)務(wù)流程進(jìn)行改進(jìn)，再通過(guò)流程實(shí)施、效果分析兩個(gè)階段將改進(jìn)后的業(yè)務(wù)流程具體應(yīng)用到公司經(jīng)營(yíng)中，分析改進(jìn)流程應(yīng)用的情況，，實(shí)現(xiàn)對(duì)業(yè)務(wù)流程的持續(xù)改進(jìn)，最終達(dá)到想要實(shí)現(xiàn)的效果。該方法在吉林省藥品公司的實(shí)際應(yīng)用，也論證了基于六西格瑪管理的業(yè)務(wù)流程重組的可行性。
[Abstract]:Business process affects the sustainable development of the company, a good business process can bring efficient management to the company, it is to recognize the importance of business processes to the continuous operation of the company, Many leaders want to improve their business processes and have an efficient business process. The most common way to improve business processes is business process reengineering. However, the fact that the success rate of business process reengineering is not high is a fact that puzzles many leaders. How to effectively apply business process reengineering to improve the success rate of business process improvement? Six Sigma management method is a systematic thinking management method. It improves and designs the business process through the scientific attitude of seeking truth from facts and the flexible use of various analytical tools. Redesigning and management control make the enterprise achieve the best level of process capability and obtain the maximum success. Therefore, the method of combining six Sigma management and business process reengineering is used to improve the business process. Complementary advantages in the implementation process can effectively promote the implementation of business process improvement, enhance the success rate of business process improvement. This paper describes the current situation of Jilin Pharmaceutical Company, analyzes the current internal and external development environment of the company, knows the business adjustment needed by the company, and finds out some problems existing in the business process of the company. It is necessary to improve the business process of the company. Through the introduction of the relevant theory of business process reengineering, the implementation model of business process reengineering is put forward, and the theory, organization structure and implementation model of six Sigma management are described in detail. On this basis, through the analysis of the similarities and differences between business process reengineering and six Sigma management, the feasibility of combining six Sigma management and business process reengineering is demonstrated. On this basis, the organization structure and training mechanism of six Sigma management and business process reengineering are put forward. The company manager decided to improve the business process by using the six Sigma-based business process reengineering method. This paper applies the business process reengineering method based on six Sigma management to the process improvement of Jilin Pharmaceutical Trading Company, and puts forward the five-step implementation framework of this method. According to the five-step implementation framework, the goal of process improvement is determined. Process description, three stages of process improvement to improve the existing problems of the business process, and then through the implementation of the process, the effect analysis of the two phases of the improved business process specific application to the company management, This paper analyzes the application of the improved process, realizes the continuous improvement of the business process, and finally achieves the desired effect. The practical application of this method in Jilin Pharmaceutical Company, The feasibility of business process reengineering based on six Sigma management is also demonstrated.
【學(xué)位授予單位】：吉林大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F273;F426.72

【參考文獻(xiàn)】

相關(guān)期刊論文 前10條

1 王俊杰,余忠華,宋小兵;六西格瑪突破戰(zhàn)略及其應(yīng)用實(shí)踐[J];軸承;2005年03期

2 何楨 ,魏明 ,周善忠;我國(guó)企業(yè)推廣六西格瑪應(yīng)注意的關(guān)鍵問(wèn)題[J];工程機(jī)械;2004年12期

3 何楨;梁昭磊;鄒峰;;工業(yè)工程(第十一講) 六西格瑪設(shè)計(jì)模式及其應(yīng)用[J];工程機(jī)械;2006年07期

4 陳翔,夏國(guó)平;應(yīng)用群件輔助企業(yè)流程再造問(wèn)題的探討[J];工業(yè)工程;2002年01期

5 何楨;張志紅;;精益與6σ的比較研究[J];工業(yè)工程;2006年01期

6 劉力卓;信息技術(shù)在業(yè)務(wù)流程再造中的應(yīng)用[J];工業(yè)工程與管理;2004年03期

7 劉偉,馬義中;六西格瑪質(zhì)量改進(jìn)的理論基礎(chǔ)研究[J];河南大學(xué)學(xué)報(bào)(自然科學(xué)版);2005年01期

8 劉偉;馬義中;;六西格瑪過(guò)程能力與控制技術(shù)研究[J];河南大學(xué)學(xué)報(bào)(自然科學(xué)版);2007年01期

9 王金銀,常丹;六西格瑪在軟件過(guò)程管理中的應(yīng)用[J];科技管理研究;2005年01期

10 趙愚,余海湖;應(yīng)用IT/ERP系統(tǒng)創(chuàng)新我國(guó)企業(yè)業(yè)務(wù)流程[J];科技進(jìn)步與對(duì)策;2002年03期

相關(guān)碩士學(xué)位論文 前3條

1 鐘慶龍;六西格瑪與ISO9000質(zhì)量管理體系的比較分析[D];暨南大學(xué);2003年

2 宋小兵;面向微型軸承裝配過(guò)程的六西格瑪質(zhì)量管理信息系統(tǒng)研究[D];浙江大學(xué);2003年

3 顧繼光;基于六西格瑪管理法的業(yè)務(wù)流程重組理論與實(shí)證研究[D];河海大學(xué);2006年

本文編號(hào)：1598166