The Theory and Practice of Business Process Reengineering-Evidence from Haier Company

摘要

Manufacturing companies face a rapidly increasing competitive, globalize, and dynamic market. This leads to new perceptions and blueprints for companies (Michael Holm Larsen& Niels Bjorn-Andersen, 2001). Recently, business processing reengineering and optimizion for supply chain of service systems is an important foundation of enhancing the operational efficiency and improving the manufacture quality (Jianyuan Yan & Na Wang, 2005). But how to implement and evaluate the theory of BPR successfully? How a reengineering project evolves over a timeframe of several years? And what mechanisms and characteristics the organization's implementation in order to assure efficiency of the business process? To meet these questions, this paper first overviews the literature of BPR. Second, we compare and analyze different evaluation framework of BPR project in terms of organizational structure, strategic alignment, project breadth, skills, measurements, information technology, shared values, learning, change management and results. Finally we deeply analyze the BPR of Haier manufacture company focusing on the change of technological organization structure from 1984 to 2006 based on these evaluation parameters and summarize its characteristics of BPR.