The BPR Of Products Development And Production In The 24^th Institute Of China Electronics Technology Corporation

As the former Soviet Union disintegrated and the "cold-war thinking" of Westerner varied, the international and regional situations faced with China have changed. Accordingly, the national defense industry system of China has been adjusted and re arranged, the military research and production system based on large military group has formed gradually, and the system transition of military unit from institution to enterprise is steadily ongoing. In the same time, the old mode of institute for development and factory for production has been broken, institute is required to transform from "development model" to "development-production model", the development cycle of products are shortened more greatly, and the traditional institute faces the great difficulty in internal organization after many production tasks are added.In order for the traditional military institutes to meet the requirements for new situation and answer the challenge, we need to make a deep analysis on existing operational mechanism and internal organizational system based on meeting the special requirements of military products, to employ the methodology and technique relative to business process reengineering (BPR), to optimize operation flow, to ease the existing problems and contradicts, developing the institute further.First, the thesis discusses the research developments at home and abroad, basic concept, methodology and relevant technique of business process reengineering (BPR), and describes the relationship between the business process reengineering (BPR) and the enterprise resource plan (ERP).Then, the thesis describes and analyzes the development flow and production flow of the products of the 24th institute, CETC, respectively. The main problems that exist currently are as follows. 1) The periods of development and production for the products are long, and the number of repeat of development and production for the products are large. 2) suitableness suitablenessThe suitableness of the development and production plan of products is poor. 3) The development efficiency of lateral-to-vertical products is low. Using "fish bone figure" approach, the main causes for existing problems have been found, the demand analysis of BPR has been made using voice of customer (VOC), and the targets of BPR that are confirmed are to shorten the periods of development and production of products and to control the cost of products. The guiding principle of BPR that has been proposed is to perform the transition from function-oriented to process-oriented management, to minimize the links without added value, and to optimize the whole process.Last, thesis redesigns the process of development and production for the products of the 24^th institute, CETC, based on BPR using theoretical knowledge such as production management, information management. A principal process of development and production for products is formed. The supporting processes, including the sub-process of products plan, the sub-process of development of lateral products, the sub-process of development of lateral-to-vertical products transformation, and the sub-process of logistics control, have been redesigned. The preliminary improvement after BPR is implemented is analyzed and compared. The experience in implementing BPR is summarized briefly.