Research On Business Process Reengineering Of Shancheng Company

Along with the developing of science and technology, the word is increasingly showing the trend of globalization. The competition among the enterprises is becoming fiercer and fiercer. Traditional enterprise management theory is increasingly showing its defects and seriously hindered the surviving and developing of the enterprises. At the same time, IT technology used in the enterprises often appears "IT Technology Black Hole". In order to overcome the defects of the traditional enterprise management theory and "IT Technology Black Hole", Michael Hammer and James Champy present the idea of business process reengineering (BPR). BPR formed a new wave of innovation management swept the world since it emerged.Chongqing Shancheng Gas Equipment Co.,Ltd as a professional private manufacturer of Gas engineering products is established in 1989, and now becomes leading manufacturer in Gas engineering products field in China. Recently, the company appears market insufficiency, output value stagflation, serious waste, stuff redundancy, team performance negative and some other bad trends. These things seriously hindered the healthy developing of the company. The new ideas like "Industrial.4.0", "Internet+" and the positive practice experiences of Chinese advanced enterprises inspired Shancheng company. The constantly integration of target market and customer quality requirements increasing give Shancheng Company "Dangerous" and "Opportunities". How to grasp the development opportunity, eradicate old defects, and improve the developing of Shancheng company to a higher level becomes one of the most important and urgent propositions for the company leaders and managers.This paper expounds the basic theory of process reengineering, takes Chongqing Shancheng Gas Equipment Co.,Ltd as research objects, analyzes its decision chain, institutional framework, HR, R&D, production management and quality control etc, points out the problems of Shancheng Company under following aspects: institutional framework is not reasonable, decision system is not scientific, R&D cannot catch up with the market requirements, production process is not stable, production planning management is not accurate, kinds of multi-inventory, too many non-valve added wastes, device management in a confusion, quality control concept incorrect, lacking quality control tools and some other problems. According to these conditions and problems, making the process as the core, presents and implements improvements like: organizational structure optimization, human resources and incentive mechanism optimization, adjusts R&D mechanism make it based on the market requirements, production process layout and process reengineering, introducing total production maintenance (TPM), introducing total quality management (TQM), build OA、CRM、 QTM、ERP management system etc; Describes how business process reengineering (BPR) is designed and implemented based on the problems of Shancheng Company and briefly introduces future planning.