The Analysis And Improvement On Wuhan Telecom's Business Process Reengineering

Business process reengineering (BPR) refers to fundamental reengineering and basic consideration of the enterprise business process, in order to make a remarkable improvement in cost, quality, service and velocity etc. It is a modern production and operating enterprise environment with the characteristics of change, competition, and fit in with customers into full play. BPR was introduced spread like a storm in Europe and American in the end of the 20th century, whereas, it was introduced in succession in China in recent years. In August, 2004, the BPR was brought into effect entirely in Wuhan telecom, which consists of eight processes, namely: regulation of framework of organization, important or major customer, commercial customer, public customer, charge account affairs, allocate of resources, rolling investment and appraisal of performance. As a large-scale local telephone operational commerce, Wuhan telecom, whether it is necessary to carry out BPR, what the effect will be obtained or achieved after reengineering, and how to make a follow-up improvement and betterment? All these problems mentioned here are worth paying close attention to. The goal of this paper is to present such an understanding and research. Firstly, The necessity of implementing BPR was proved in macro micro and internal enterprise environment as well as the development strategy of China telecommunication company group. the main ideology, characteristics and historical background of BPR were recommended briefly. Then, the contents of eight core processes of Wuhan telecom's BPR were expounded at some length. Secondly, the measures and methods were interpreted which are adopted by carrying out BPR in Wuhan telecom. The conclusions that we obtained in this paper may be divided into two aspects, the one is qualitative side, and the other is quantitative one. In the view of the qualitative side, the measures that stabilize employee ranks, give full play to middle-level managerial personnel, introducing BPR advance gradually in due order, ensuring operational stylization, etc, which are adopted during the course of bringing BPR into effect are appropriate and effective. In the view of quantitative side, in 2004, Wuhan telecom had made a progress to varying degrees in the index such as customer satisfaction, market occupation ratio, profit and business revenue etc . All of these gave the facts that it is effective by introducing into BPR. Simultaneously, the insufficiencies of putting BPR into effect were pointed out. The results suggested that it is right in the direction of strategy in preliminary building up the new type operational mode of "market is the navigator, customer is the center, profitability is the target". However, BPR is a systems engineering, which with the characteristic of long-term, it is very necessary to consummate it unceasingly in tactics. Finally, this paper pointed out some measures might be taken when implementing BPR during the procedure of changing from traditional basic network operational commerce to modern comprehensive information service commerce in present of China telecommunication company group. These measures consist of implementing station network, increment service, No.1000 inquiries and fixed assets administrative process. In order to make BPR better, it is very necessary to perfect the system itself of compensation and incentive, and integrated promoting the IT support system.