BPR Of Operation And Maintenance With Entire Services Operation Environment In FMCC

After the completion of industry restructuring and the entire services operation, China's telecom industry will compete among China Telecom, China Mobile and China Unicom. With the increase in telecommunication popular rate, the severity of industry competition and the impact of other industries, China's telecom industry will come into a new stage of development in which we will pay more attention to operational efficiency and operating costs but not scale and pace of development. There are still many aspects of gap, such as operational efficiency and cost control, between China's operators and foreign advanced operators. So, China's telecom operators need for further more in-depth and comprehensive reforms. And Business Process Reengineering (BPR) theory which has many successful cases in foreign operators is considered a powerful tool to enhance the competitiveness of China's operators. After entire services operation, Fujian Mobile, in particular, network operation and maintenance sectors which occupied a large proportion of operating cost, need BPR to adapt to the external environment, industry competition and the profound changes in customer needs.This article first described the changes in business environment, industry competition and customer demands, and then provided an in-depth strategic analysis and research of Fujian Mobile in entire services operation environment. In order to meet the needs of the corporate strategy adjustment, Fujian Mobile must carry out BPR of operation, change the existing mode of operation and maintenance, reduce costs, improve operating efficiency and meet the new needs of customers. In this paper we selected trouble shooting and VIP customer support processes as the key operation and maintenance business processes of Fujian Mobile, and introduced the procedure of these two key processes BPR using the theory of BPR methods and tools. During the implementation of BPR, using a variety of advanced information technologies, we organized distributed in various parts of the maintenance staff to achieve centralized network maintenance, changed the traditional model of decentralized maintenance, and remarkably reduced operating costs. At the same time, the use of information technology achieved the sharing of resources between the market departments and support departments and improved the customer response speed. Through BPR, We changed these sectors from traditional functional organizations to process-based flat organizations, from "self-centered" to "customer-centered". Before the implementation of BPR, we should prepare fully, draw up detailed plans and grasp the key points in the process of BPR. And the last, the implementation process should be combined with China's national conditions and the characteristics of enterprises in an orderly manner.