【摘要】：在我國經(jīng)濟(jì)日益發(fā)展的今天,持續(xù)的經(jīng)濟(jì)發(fā)展為各行各業(yè)提供了良好的發(fā)展條件,而伴隨著軍工業(yè)、商業(yè)、工業(yè)、服務(wù)業(yè)等行業(yè)發(fā)展,巨大的電力需求開始涌現(xiàn)。現(xiàn)有的區(qū)域供電公司承擔(dān)著電網(wǎng)建設(shè)、電力供售、電網(wǎng)設(shè)備維護(hù)于一體的大型企業(yè),對社會(huì)穩(wěn)定發(fā)展起著巨大作用。業(yè)擴(kuò)流程作為電力企業(yè)運(yùn)營中核心業(yè)務(wù),從舊經(jīng)營體制逐步過渡向體制完善發(fā)展,仍存業(yè)擴(kuò)流程界面模糊、流轉(zhuǎn)速度慢、成本管理不足、部門間責(zé)權(quán)分散等主要問題,如何提高業(yè)擴(kuò)流程運(yùn)作效率,縮短流程周期時(shí)間,以便提升企業(yè)的競爭力,最終達(dá)到企業(yè)客戶雙贏的目標(biāo),是現(xiàn)有供電公司的重要課題。基于上述的研究背景,本文在相關(guān)理論進(jìn)行梳理的基礎(chǔ)上,首先闡述了用電業(yè)務(wù)擴(kuò)充管理和流程再造、PDCA循環(huán)等多種理論,結(jié)合理論分析了國內(nèi)外用電業(yè)務(wù)擴(kuò)充管理現(xiàn)狀,對各電力公司用電業(yè)務(wù)擴(kuò)充管理相關(guān)指標(biāo)進(jìn)行了梳理。其次是結(jié)合龍崗區(qū)的營銷市場、歷史由來、組織結(jié)構(gòu)、核心價(jià)值鏈等等情況,指明業(yè)擴(kuò)流程的核心流程地位,并分析業(yè)擴(kuò)流程及的組織結(jié)構(gòu)不合理之處,揭示出其運(yùn)營過程存在的多種問題等。然后,以傳統(tǒng)企業(yè)與現(xiàn)代企業(yè)的對比,找準(zhǔn)龍崗供電公司業(yè)擴(kuò)流程再造思路,選用成熟先進(jìn)的理論為流程再造的設(shè)計(jì)工具,確保流程再造過程的科學(xué)合理。同時(shí)思考流程再造前后的關(guān)鍵指標(biāo)的區(qū)別,設(shè)計(jì)流程再造后的關(guān)鍵指標(biāo),使業(yè)擴(kuò)流程再造順利落地。接著是對整個(gè)業(yè)擴(kuò)流程再造方案的設(shè)計(jì),以業(yè)擴(kuò)流程為研究對象,研究客戶需求,確認(rèn)改進(jìn)方向,設(shè)計(jì)新的信息系統(tǒng),同時(shí)重新設(shè)計(jì)現(xiàn)有的業(yè)擴(kuò)流程及其配套的二級流程,縮短流程環(huán)節(jié)與時(shí)間。最后是業(yè)擴(kuò)流程再造實(shí)施研究,介紹了再造的實(shí)施步驟、組織結(jié)構(gòu)與職能的設(shè)計(jì)、風(fēng)險(xiǎn)與成本分析控制方向、流程持續(xù)改進(jìn)等。本論文采用理論和實(shí)踐相結(jié)合的方法,將流程再造理論、PDCA循環(huán)理論等用于運(yùn)用于傳統(tǒng)的用電業(yè)擴(kuò)流程管理中,并改造成對外拓展市場、對內(nèi)高效運(yùn)轉(zhuǎn)的業(yè)擴(kuò)流程,對于提高龍崗供電公司和國內(nèi)其他供電企業(yè)的業(yè)擴(kuò)管理水平提供了一定的參考價(jià)值。
[Abstract]:With the increasing development of economy in our country, the sustained economic development has provided good conditions for the development of various industries. With the development of military industry, commerce, industry, service industry and so on, the huge demand for electricity has begun to emerge. The existing regional power supply companies are responsible for the power grid construction, electricity supply and sale, power grid equipment maintenance in one of the large enterprises, which play a great role in the stable development of society. As the core business in the operation of electric power enterprises, the industrial expansion process has gradually evolved from the old operation system to the perfect system, and still has some major problems, such as vague interface, slow circulation speed, insufficient cost management, decentralization of responsibility and power among departments, etc. How to improve the efficiency of the process operation, shorten the time of the process cycle, in order to enhance the competitiveness of enterprises, and ultimately achieve the goal of win-win enterprise customers, is an important topic of the existing power supply companies. Based on the above research background, this paper, on the basis of combing the relevant theories, firstly expounds the power service expansion management, process reengineering, PDCA recycling and other theories, and analyzes the current situation of domestic and foreign power service expansion management. The related indexes of power business expansion and management are sorted out. Secondly, according to the marketing market of Longgang District, history, organization structure, core value chain and so on, it points out the core process status of industry expansion process, and analyzes the unreasonable place of industry expansion process and organization structure. It reveals the existence of a variety of problems in its operation process and so on. Then, by comparing the traditional enterprise with the modern enterprise, we find out the thinking of the process reengineering of Longgang Power supply Company, select the mature and advanced theory as the design tool of the process reengineering, and ensure the process of process reengineering is scientific and reasonable. At the same time, the differences between the key indexes before and after the process reengineering are considered, and the key indexes after the process reengineering are designed to make the business expansion process reengineering fall to the ground smoothly. Then, the design of the whole process reengineering scheme of industry expansion, taking the process of industry expansion as the research object, studies the customer demand, confirms the direction of improvement, designs the new information system, and redesigns the existing expansion process and its supporting secondary process. Shorten the process and time. Finally, the paper introduces the implementation steps, the design of organization structure and function, the direction of risk and cost analysis and control, and the continuous improvement of process. In this paper, the theory of process reengineering and the theory of PDCA recycling are used in the traditional process management of electric power expansion by combining theory with practice, and it is transformed into a process of expanding the market and running efficiently at home and abroad. It provides some reference value for improving the management level of Longgang Power supply Company and other domestic power supply enterprises.
【學(xué)位授予單位】：蘭州大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2015
【分類號(hào)】：F426.61

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相關(guān)期刊論文 前1條

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本文編號(hào)：2419246