Reengineering Study On Business Process Of Inner Mongolia Telecom Company

With the rapid development of the globalization and its information industry, communication market has been faced with more and more fierce competition both in the equipment market and the Services Market. It is an urgent problem for China Telecom Group, which is born out of the planned economy and has a monopoly on Chinese market, to find how to seize the opportunity, go through an internal reform, serve the Chinese market and its clients, and finally increase its market share.By the end of the 20th century, the customization start to replace the mass production and Division of Labor rule proposed by Adam Smith(1723～1790) was challenged. Therefore Prof. Michael Hammer (1993, US) and consultant expert James Champy put forward the proclamation to replace the old rule. They established a new rule the Business Procedure Reengineer (BPR), which is now fashionable in the whole globe.Even though the research on the BPR is at an initial stage, the BPR is attracting the attention of the many enterprises. A great deal of entrepreneurs began to import the method of BPR to improve the management of their enterprises and to increase the productive efficiency and their economic benefit. At the same time the experience of the companies both in and out of China has showed us that the application of the BPR is under a strictly conditional regulation and both the personal and impersonal restriction, which is hard to succeed. In this case it is necessary for the China Communication to explode the conditional regulation and both the personal and impersonal restriction mentioned above to better understand the problem and apply the BPR properly.This paper first describes the development path and reform status of the China Communication area. It demonstrates that it is inevitable for China Telecom Group to implement the method of BPR.,when facing the challenge. Future more the background, kernel content, significance and the key factors for the implementation of the BPR are also introduced. Then the paper mainly concerns with the principle, outline, method and technical support for the implementation of China Telecom Group. Finally the author has discussed the detailed practice and problems of the Inner Mongolia branch under the basic requirement of China Telecom Group with the author's personal experience when extending the implementation of BPR. It points out that the Operations Management concept and service procedure should be reformed in case for the companies in the China Communication area for the sake of the success of the BPR implementation.