Research Of Business Process Reengineering Of Company A

The rapid development of the global economy is forcing companies to face increasingly higher challenges, particularly with trying to thrive and not simply survive in an ever increasing competitive environment. Companies that embrace these challenges and welcome the dynamics must also continually adjust their business model, as the global economic integration and diversification of customer satisfaction stretches the entire business enterprise. This stress forces businesses to break the traditional model of enterprise functions management and enhance the core competitiveness of increasingly fierceness of the world market. In1993, Michael Hammer and James Champy first put forward the word of the business process reengineering (the abbreviation of BPR) in the book of Reengineering the Corporation:a Manifesto for Business Revolution. Over the last20years, it has attracted wide attention from the business and management scholars at home and abroad, and from the perspective of core processes as a power source for enterprise development.Company A is a private enterprise founded after the system reform of a State-owned enterprises. It focused on developing manufacturing competencies rather than broad, comprehensive management improvement. Over the years, Company A has not optimized its management system and has struggled with enterprise development.In order to allow enterprises to have a positive development, the focus of improvement must be comprehensive enterprise strengthening. The company took the lead to conduct holistic reengineering of business processes related to procurement. This article introduces the whole process with describing BPR management method.The article starts from three aspects. First, it introduces the writing background, goals and significance of BPR. The appropriate reference can be provided for the same level of enterprise reengineering through the real practice in Company A, and at the same time it can really help our Small and Medium Enterprises find suitable reengineering systems. Second, it reviews of the theory's historical background, the development at home and abroad, with specific steps of implementation. Also it describes how the theory of Six Sigma and Lean (Toyota Business Practice) were combined with BPR. Third, it introduces the real case of Company A with the way of asking questions, and then analyzing and solving uncovered problems. Through this process, it illustrates how the Small and Medium Enterprise can improve core competitiveness with the help of BPR.By literature retrieval and interviewing plan, using Six Sigma tools like fishbone diagrams and Failure Modes and Effects Analysis (FMEA), the article identifies and analyzes the problems in the purchasing process of Company A. At the same time, it puts forward some optimization and improvement measures.Clearly, BPR is not for every company. The commitment throughout the organization, led by a culture fostered by senior management to continually strive for uncommon achievement is necessary. There must be a willing eagerness to embrace change and persevere. This requirement is explored in further depth by James C. Collins in his book Good to Great:Why Some Companies Make the Leap... and Others Don't (Harper Business,2001). BPR is not about incremental improvement. Rather, the whole concept of "re-engineering" takes on a significantly broader scope of completely re-thinking and radically redesigning an organization to achieve the greatest achievement from available resources.