本文選題：業(yè)務(wù)流程改進 + 價值鏈理論　； 參考：《吉林大學》2017年碩士論文

【摘要】：特種行業(yè)終端對講手機以其獨有的特色被廣泛應(yīng)用于國民經(jīng)濟各個領(lǐng)域,并深受使用人群的喜愛。DT公司順應(yīng)時代潮流,抓住機遇,對講手機產(chǎn)品已成功應(yīng)用于國際國內(nèi)市場,具有一定的品牌影響力,未來五年,將對講手機作為公司主打產(chǎn)品大力研發(fā)、應(yīng)用和推廣。需要將原有的以產(chǎn)品為中心的戰(zhàn)略改變?yōu)橐钥蛻魹橹行牡姆⻊?wù)理念,順應(yīng)時代發(fā)展。如何對現(xiàn)有業(yè)務(wù)流程進行改進,節(jié)約成本,提高效率,達成企業(yè)利潤最大化的目標,已經(jīng)成為亟待解決的問題。企業(yè)變革的方向就是增強價值鏈管理。價值鏈管理的本質(zhì)就是不斷優(yōu)化業(yè)務(wù)流程,提高企業(yè)核心競爭力。本文通過對價值鏈理論分析和業(yè)務(wù)流程改進的理論基礎(chǔ)概述,以DT公司規(guī)劃的未來五年的主打產(chǎn)品對講手機核心業(yè)務(wù)流程為研究對象,應(yīng)用因果分析法、“二八”定理、時間動作研究法等業(yè)務(wù)流程分析方法,結(jié)合DT公司業(yè)務(wù)實際,通過分析現(xiàn)有研發(fā)業(yè)務(wù)流程,發(fā)現(xiàn)在研發(fā)需求輸入、研發(fā)評審和樣機制作環(huán)節(jié)存在問題,將原需求輸入環(huán)節(jié)改進為市場分析、領(lǐng)導評審改進為專家評審、樣機制作改進為先審批設(shè)計定型后開模制作的流程;通過分析現(xiàn)有生產(chǎn)業(yè)務(wù)流程,發(fā)現(xiàn)在部門協(xié)同流程、信息對等環(huán)節(jié)存在問題,將原有多部門協(xié)同的工作盡量鎖定在生產(chǎn)部門內(nèi)部,另外增加備案環(huán)節(jié)并改進至信息系統(tǒng)處理;通過分析銷售業(yè)務(wù)流程,發(fā)現(xiàn)在報價談判環(huán)節(jié)、研發(fā)與銷售業(yè)務(wù)流程分工不清等方面存在問題,通過運用現(xiàn)代化企業(yè)管理信息系統(tǒng)提高產(chǎn)品庫存、報價信息的準確度,拆分研發(fā)與銷售業(yè)務(wù)分工,剔除了人為控制因素,梳理了新的銷售業(yè)務(wù)流程;通過分析售后服務(wù)業(yè)務(wù)流程,發(fā)現(xiàn)在領(lǐng)導審批、多部門協(xié)同等方面存在問題,通過增加專家小組診斷、減少流程無效環(huán)節(jié),提出了改進售后服務(wù)業(yè)務(wù)流程方案。在分析業(yè)務(wù)現(xiàn)存問題的同時,深化分析了企業(yè)產(chǎn)生上述問題的根本原因,圍繞改進或規(guī)避企業(yè)固有問題帶來的運營風險,提出了業(yè)務(wù)流程改進整體方案及組織機構(gòu)改進方案。為了確保方案的有效實施制定了相應(yīng)的實施計劃和保障措施。并對在核心業(yè)務(wù)流程改進過程中可能存在的各方面風險進行分析監(jiān)控,進而對整個核心業(yè)務(wù)流程改進后的效果進行預(yù)測分析。通過本文的研究成果,意在引導DT公司探索和實踐由職能型管理向流程化管理轉(zhuǎn)變的創(chuàng)新之路,將業(yè)務(wù)流程改進和價值鏈理論引入公司管理的各個層面,構(gòu)造卓越高效的業(yè)務(wù)流程,降低管理和經(jīng)營成本,控制經(jīng)營風險,提高效率和服務(wù)質(zhì)量及客戶滿意度,增強企業(yè)的綜合競爭力。
[Abstract]:The special industry terminal intercom mobile phone has been widely used in various fields of national economy with its unique characteristics, and deeply loved by the users. DT company conforms to the trend of the times and seize the opportunity. The intercom mobile phone products have been successfully applied in the international and domestic markets. Has a certain brand influence, in the next five years, will be the company's main products intercom R & D, application and promotion. We need to change the original product-centered strategy to customer-centered service concept and adapt to the development of the times. How to improve the existing business processes, save costs, improve efficiency, and achieve the goal of maximizing enterprise profits, has become an urgent problem. The direction of enterprise reform is to strengthen value chain management. The essence of value chain management is to optimize the business process and improve the core competitiveness of enterprises. Based on the theoretical analysis of the value chain and the theoretical basis of business process improvement, this paper takes the core business process of intercom mobile phone, which is planned by DT Company for the next five years, as the research object, applies the causality analysis method, "28" theorem, By analyzing the existing R & D business process and other business process analysis methods, such as time-action research method, combining with the actual business situation of DT Company, we find that there are problems in R & D requirement input, R & D review and prototype production. The original demand input link is improved to market analysis, the leadership review is improved to expert review, the prototype production is improved to the process of first approving the design finalized and then the mould is made; by analyzing the existing production business process, the collaborative process in the department is found. There are problems in the information peer-to-peer link, and the original multi-sector coordination work is locked in the production department as far as possible, and in addition, the filing link is added and improved to the information system processing. By analyzing the sales business process, we find out that in the quotation negotiation link, There are some problems in such aspects as unclear division of labor between R & D and sales business process. By using modern enterprise management information system to improve the accuracy of product inventory and quotation information, split the division of R & D and sales business, the artificial control factors are eliminated. Combing the new sales business process; through analyzing the after-sales service business process, found that there are problems in leadership examination and approval, multi-department coordination, etc., by adding expert group diagnosis, reducing the invalid link of the process, The scheme of improving after-sale service business process is put forward. At the same time of analyzing the existing problems of business, this paper deeply analyzes the root causes of the above problems, and puts forward the overall scheme of business process improvement and the scheme of organizational improvement around improving or avoiding the operational risks brought by the inherent problems of enterprises. In order to ensure the effective implementation of the program to formulate a corresponding implementation plan and safeguard measures. The risks in the process of core business process improvement are analyzed and monitored, and then the effect of the whole core business process improvement is predicted and analyzed. Through the research results of this paper, it is intended to guide DT to explore and practice the innovative road from functional management to process-oriented management, and to introduce business process improvement and value chain theory into all levels of corporate management. Construct excellent and efficient business process, reduce management and operation cost, control management risk, improve efficiency, service quality and customer satisfaction, enhance the comprehensive competitiveness of enterprises.
【學位授予單位】：吉林大學
【學位級別】：碩士
【學位授予年份】：2017
【分類號】：F626;F273

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