【摘要】：勝利油田經(jīng)過(guò)50多年的勘探開發(fā)，已逐步進(jìn)入中后期開采階段，開發(fā)難度逐年遞增，投入產(chǎn)出矛盾日益突出，“大企業(yè)病”的各項(xiàng)特征突顯，管理上的矛盾日益加劇。面對(duì)嚴(yán)峻的外部形勢(shì)和內(nèi)部矛盾，勝利油田要實(shí)現(xiàn)新突破，走上健康可持續(xù)發(fā)展之路，唯有全力推進(jìn)管理改革才是其發(fā)展的必由之路。業(yè)務(wù)流程再造作為企業(yè)實(shí)施管理改革的重要途徑，通過(guò)對(duì)企業(yè)業(yè)務(wù)流程進(jìn)行根本性的再思考和徹底性的再設(shè)計(jì)，以使企業(yè)在成本、質(zhì)量、服務(wù)和速度等衡量企業(yè)績(jī)效的關(guān)鍵指標(biāo)上取得顯著性成效。國(guó)內(nèi)外諸多國(guó)際大公司通過(guò)實(shí)施業(yè)務(wù)流程再造在企業(yè)管理改革方面取得了的巨大成功，已經(jīng)證明了業(yè)務(wù)流程再造理論及其方法的科學(xué)性和可行性。A公司作為勝利油田所屬采油生產(chǎn)單位，所面臨的困惑和瓶頸在勝利油田范圍內(nèi)具有廣泛的代表性。為此，本文選取勝利油田A公司為研究對(duì)象，重點(diǎn)研究其業(yè)務(wù)流程再造，旨在為勝利油田實(shí)施管理改革尋找方向和理論依據(jù)及方法。 本文首先對(duì)業(yè)務(wù)流程再造的概念、發(fā)展歷程、基本內(nèi)容、方法、原則和實(shí)施步驟進(jìn)行了闡述，，通過(guò)運(yùn)用業(yè)務(wù)流程再造的理論、方法及相關(guān)的管理工具對(duì)A公司的戰(zhàn)略、業(yè)務(wù)特點(diǎn)、運(yùn)營(yíng)模式和業(yè)務(wù)流程現(xiàn)狀進(jìn)行診斷分析，找出了公司管理中所蘊(yùn)藏的各種矛盾及制約公司發(fā)展的瓶頸，并在此基礎(chǔ)上提出了業(yè)務(wù)流程再造的整體實(shí)施方案，最后為了確保業(yè)務(wù)流程再造的成功實(shí)施，提出了的相應(yīng)的保障措施。通過(guò)對(duì)A公司實(shí)施業(yè)務(wù)流程再造進(jìn)行研究，希望能進(jìn)一步豐富了油田開發(fā)企業(yè)實(shí)施管理改革的理論依據(jù)和操作方法。
[Abstract]:After more than 50 years of exploration and development, Shengli Oilfield has gradually entered the stage of exploitation in the middle and late stage. The difficulty of development is increasing year by year, the contradiction of input and output is becoming more and more prominent, the characteristics of "disease of large enterprises" are prominent, and the contradiction of management is becoming more and more serious. In the face of severe external situation and internal contradictions, Shengli Oilfield must realize new breakthrough and take the road of healthy and sustainable development. Only by pushing forward management reform with all its strength is the only way to its development. Business process Reengineering (BPR) is an important way for enterprises to implement management reform. Significant results have been achieved in key indicators such as service and speed. Many large international companies at home and abroad have achieved great success in enterprise management reform through the implementation of business process reengineering (BPR). The theory and method of business process reengineering (BPR) have been proved to be scientific and feasible. As an oil production unit affiliated to Shengli Oilfield, Company A faces a wide range of puzzles and bottlenecks in Shengli Oilfield. Therefore, this paper chooses Shengli Oilfield A Company as the research object, focuses on its business process reengineering, in order to find the direction, theoretical basis and method for the implementation of management reform in Shengli Oilfield. In this paper, the concept, development course, basic contents, methods, principles and implementation steps of BPR are expounded, and the strategy of company A is discussed by using BPR theory, method and related management tools. Based on the diagnosis and analysis of business characteristics, operation model and business process status, various contradictions contained in company management and bottlenecks restricting the development of the company are found, and the overall implementation scheme of business process reengineering is put forward. Finally, in order to ensure the successful implementation of BPR, the corresponding safeguard measures are put forward. Through the research on the implementation of Business process Reengineering (BPR) in Company A, it is hoped that it will further enrich the theoretical basis and operational methods for the implementation of management reform in oilfield development enterprises.
【學(xué)位授予單位】：中國(guó)石油大學(xué)（華東）
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F426.22

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