本文關(guān)鍵詞：飛利浦中國(guó)家用醫(yī)療事業(yè)部業(yè)務(wù)流程再造研究　出處：《北京交通大學(xué)》2013年碩士論文　論文類(lèi)型：學(xué)位論文

  更多相關(guān)文章： 醫(yī)療器械 家用 業(yè)務(wù)流程再造 新產(chǎn)品導(dǎo)入 CRM

【摘要】：本文在對(duì)國(guó)內(nèi)外流程再造理論分析和借鑒的基礎(chǔ)上,結(jié)合飛利浦中國(guó)家用醫(yī)療的實(shí)際情況,采用案例分析的研究方法,對(duì)飛利浦中國(guó)家用醫(yī)療的組織結(jié)構(gòu)和核心流程進(jìn)行了描述,分析了飛利浦中國(guó)家用醫(yī)療在主要業(yè)務(wù)流程中存在的問(wèn)題,如非增值活動(dòng)、瓶頸問(wèn)題、浪費(fèi)問(wèn)題、不必要活動(dòng)等,在此基礎(chǔ)上進(jìn)行了組織結(jié)構(gòu)再造和流程再造。論文主要從以下幾個(gè)方面展開(kāi)研究： (1)系統(tǒng)分析了流程再造的相關(guān)理論,總結(jié)業(yè)務(wù)再造流程的概念、核心特征,并對(duì)業(yè)務(wù)流程再造的方法和技術(shù),尤其對(duì)業(yè)務(wù)流程再造的四個(gè)階段進(jìn)行論述。 (2)對(duì)飛利浦中國(guó)家用醫(yī)療的組織結(jié)構(gòu)和業(yè)務(wù)流程進(jìn)行了描述和分析,并診斷出其中存在的問(wèn)題。由于中國(guó)市場(chǎng)地位不被認(rèn)可及新產(chǎn)品導(dǎo)入流程設(shè)計(jì)的問(wèn)題,致使新產(chǎn)品進(jìn)入中國(guó)市場(chǎng)的諸多困難和冗長(zhǎng)的周期,產(chǎn)品線(xiàn)也不完整；職責(zé)不清、流程不明確而導(dǎo)致的代理商開(kāi)發(fā)、管理不規(guī)范和不到位,業(yè)績(jī)差也沒(méi)能好好跟蹤；由于信息溝通不完善,職責(zé)定位不清楚而導(dǎo)致樣機(jī)管理及產(chǎn)品培訓(xùn)無(wú)序；國(guó)內(nèi)沒(méi)設(shè)安全庫(kù)存而導(dǎo)致訂單處理周期太長(zhǎng)；信息系統(tǒng)的缺乏,客戶(hù)關(guān)系及售后服務(wù)管理不到位而顧客滿(mǎn)意度較低；組織結(jié)構(gòu)中內(nèi)部資源的協(xié)調(diào)問(wèn)題,導(dǎo)致了業(yè)務(wù)開(kāi)展的不順暢。 (3)對(duì)飛利浦中國(guó)家用醫(yī)療的業(yè)務(wù)流程進(jìn)行再造。制定了飛利浦中國(guó)家用醫(yī)療業(yè)務(wù)流程再造的總體策略、目標(biāo)、方式和步驟,根據(jù)相關(guān)理論,并對(duì)主要業(yè)務(wù)流程進(jìn)行了再造和組織結(jié)構(gòu)的調(diào)整。 (4)對(duì)飛利浦中國(guó)家用醫(yī)療業(yè)務(wù)流程再造后的效果進(jìn)行了評(píng)價(jià)。飛利浦中國(guó)家用醫(yī)療再造后的組織結(jié)構(gòu)和業(yè)務(wù)流程在CRM系統(tǒng)建立、新產(chǎn)品導(dǎo)入的速度和產(chǎn)品線(xiàn)的豐富度、銷(xiāo)售業(yè)績(jī)、顧客滿(mǎn)意度、代理商的忠誠(chéng)度等多方面都有顯著的提升。 本文案例研究對(duì)在中國(guó)的外資醫(yī)療器械企業(yè),也包括中國(guó)眾多的醫(yī)療器械經(jīng)營(yíng)企業(yè)為改進(jìn)業(yè)績(jī)而進(jìn)行流程再造有很多借鑒意義。
[Abstract]:Based on the theoretical analysis and reference of Process Reengineering at home and abroad, combined with PHILPS Chinese household medical conditions, adopts the research methods of case analysis of PHILPS China household medical organization structure and core processes are described, analyzed in countries with PHILPS healthcare in the main business process problems, such as problems non value-added activities, the bottleneck problem of waste and unnecessary activities, on the basis of the organization structure and process reengineering. This paper mainly launches the research from the following aspects:
(1) systematically analyze the related theories of process reengineering, summarize the concept and core characteristics of business reengineering process, and discuss the methods and technologies of business process reengineering, especially the four stages of business process reengineering.
(2) the PHILPS China home medical organizational structure and business process are described and analyzed, and diagnose the problems. Because Chinese market position is not recognized and the new product introduction process design problems, resulting in new products entering the market China difficulties and long cycle, the product line is not complete; the responsibility is not clear, the agent is not clear due to the development process, management is not standardized and not in place, the poor performance is not well tracking; because the information communication is not perfect, responsibility is not clear due to the prototype management and product training disorder; not domestic safety inventory to order processing cycle is too long; the lack of information system customer service, customer relationship and service management is not in place and low customer satisfaction; coordination of internal resources of the organization, led to business development is not smooth.
(3) reconstructing the business process of PHILPS's home healthcare in China. We formulated the overall strategy, objectives, ways and steps of PHILPS's home healthcare business process reengineering. According to the relevant theories, we restructured the main business processes and adjusted the organizational structure.
(4) the PHILPS Chinese home medical business process reengineering evaluates the effect of PHILPS. China home medical reconstruction of the organizational structure and business processes in the CRM system establishment, richness, new product introduction speed and product line sales, customer satisfaction, loyalty agents and other aspects have significantly improved.
This case study has many implications for China's foreign medical device enterprises, including many Chinese medical device business enterprises, for improving performance and process reengineering.

【學(xué)位授予單位】：北京交通大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類(lèi)號(hào)】：F416.4;F273.1

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