本文選題：業(yè)務(wù)流程改進(jìn) + 價(jià)值鏈理論�。� 參考：《吉林大學(xué)》2017年碩士論文

【摘要】：特種行業(yè)終端對(duì)講手機(jī)以其獨(dú)有的特色被廣泛應(yīng)用于國(guó)民經(jīng)濟(jì)各個(gè)領(lǐng)域,并深受使用人群的喜愛(ài)。DT公司順應(yīng)時(shí)代潮流,抓住機(jī)遇,對(duì)講手機(jī)產(chǎn)品已成功應(yīng)用于國(guó)際國(guó)內(nèi)市場(chǎng),具有一定的品牌影響力,未來(lái)五年,將對(duì)講手機(jī)作為公司主打產(chǎn)品大力研發(fā)、應(yīng)用和推廣。需要將原有的以產(chǎn)品為中心的戰(zhàn)略改變?yōu)橐钥蛻?hù)為中心的服務(wù)理念,順應(yīng)時(shí)代發(fā)展。如何對(duì)現(xiàn)有業(yè)務(wù)流程進(jìn)行改進(jìn),節(jié)約成本,提高效率,達(dá)成企業(yè)利潤(rùn)最大化的目標(biāo),已經(jīng)成為亟待解決的問(wèn)題。企業(yè)變革的方向就是增強(qiáng)價(jià)值鏈管理。價(jià)值鏈管理的本質(zhì)就是不斷優(yōu)化業(yè)務(wù)流程,提高企業(yè)核心競(jìng)爭(zhēng)力。本文通過(guò)對(duì)價(jià)值鏈理論分析和業(yè)務(wù)流程改進(jìn)的理論基礎(chǔ)概述,以DT公司規(guī)劃的未來(lái)五年的主打產(chǎn)品對(duì)講手機(jī)核心業(yè)務(wù)流程為研究對(duì)象,應(yīng)用因果分析法、“二八”定理、時(shí)間動(dòng)作研究法等業(yè)務(wù)流程分析方法,結(jié)合DT公司業(yè)務(wù)實(shí)際,通過(guò)分析現(xiàn)有研發(fā)業(yè)務(wù)流程,發(fā)現(xiàn)在研發(fā)需求輸入、研發(fā)評(píng)審和樣機(jī)制作環(huán)節(jié)存在問(wèn)題,將原需求輸入環(huán)節(jié)改進(jìn)為市場(chǎng)分析、領(lǐng)導(dǎo)評(píng)審改進(jìn)為專(zhuān)家評(píng)審、樣機(jī)制作改進(jìn)為先審批設(shè)計(jì)定型后開(kāi)模制作的流程;通過(guò)分析現(xiàn)有生產(chǎn)業(yè)務(wù)流程,發(fā)現(xiàn)在部門(mén)協(xié)同流程、信息對(duì)等環(huán)節(jié)存在問(wèn)題,將原有多部門(mén)協(xié)同的工作盡量鎖定在生產(chǎn)部門(mén)內(nèi)部,另外增加備案環(huán)節(jié)并改進(jìn)至信息系統(tǒng)處理;通過(guò)分析銷(xiāo)售業(yè)務(wù)流程,發(fā)現(xiàn)在報(bào)價(jià)談判環(huán)節(jié)、研發(fā)與銷(xiāo)售業(yè)務(wù)流程分工不清等方面存在問(wèn)題,通過(guò)運(yùn)用現(xiàn)代化企業(yè)管理信息系統(tǒng)提高產(chǎn)品庫(kù)存、報(bào)價(jià)信息的準(zhǔn)確度,拆分研發(fā)與銷(xiāo)售業(yè)務(wù)分工,剔除了人為控制因素,梳理了新的銷(xiāo)售業(yè)務(wù)流程;通過(guò)分析售后服務(wù)業(yè)務(wù)流程,發(fā)現(xiàn)在領(lǐng)導(dǎo)審批、多部門(mén)協(xié)同等方面存在問(wèn)題,通過(guò)增加專(zhuān)家小組診斷、減少流程無(wú)效環(huán)節(jié),提出了改進(jìn)售后服務(wù)業(yè)務(wù)流程方案。在分析業(yè)務(wù)現(xiàn)存問(wèn)題的同時(shí),深化分析了企業(yè)產(chǎn)生上述問(wèn)題的根本原因,圍繞改進(jìn)或規(guī)避企業(yè)固有問(wèn)題帶來(lái)的運(yùn)營(yíng)風(fēng)險(xiǎn),提出了業(yè)務(wù)流程改進(jìn)整體方案及組織機(jī)構(gòu)改進(jìn)方案。為了確保方案的有效實(shí)施制定了相應(yīng)的實(shí)施計(jì)劃和保障措施。并對(duì)在核心業(yè)務(wù)流程改進(jìn)過(guò)程中可能存在的各方面風(fēng)險(xiǎn)進(jìn)行分析監(jiān)控,進(jìn)而對(duì)整個(gè)核心業(yè)務(wù)流程改進(jìn)后的效果進(jìn)行預(yù)測(cè)分析。通過(guò)本文的研究成果,意在引導(dǎo)DT公司探索和實(shí)踐由職能型管理向流程化管理轉(zhuǎn)變的創(chuàng)新之路,將業(yè)務(wù)流程改進(jìn)和價(jià)值鏈理論引入公司管理的各個(gè)層面,構(gòu)造卓越高效的業(yè)務(wù)流程,降低管理和經(jīng)營(yíng)成本,控制經(jīng)營(yíng)風(fēng)險(xiǎn),提高效率和服務(wù)質(zhì)量及客戶(hù)滿(mǎn)意度,增強(qiáng)企業(yè)的綜合競(jìng)爭(zhēng)力。
[Abstract]:The special industry terminal intercom mobile phone has been widely used in various fields of national economy with its unique characteristics, and deeply loved by the users. DT company conforms to the trend of the times and seize the opportunity. The intercom mobile phone products have been successfully applied in the international and domestic markets. Has a certain brand influence, in the next five years, will be the company's main products intercom R & D, application and promotion. We need to change the original product-centered strategy to customer-centered service concept and adapt to the development of the times. How to improve the existing business processes, save costs, improve efficiency, and achieve the goal of maximizing enterprise profits, has become an urgent problem. The direction of enterprise reform is to strengthen value chain management. The essence of value chain management is to optimize the business process and improve the core competitiveness of enterprises. Based on the theoretical analysis of the value chain and the theoretical basis of business process improvement, this paper takes the core business process of intercom mobile phone, which is planned by DT Company for the next five years, as the research object, applies the causality analysis method, "28" theorem, By analyzing the existing R & D business process and other business process analysis methods, such as time-action research method, combining with the actual business situation of DT Company, we find that there are problems in R & D requirement input, R & D review and prototype production. The original demand input link is improved to market analysis, the leadership review is improved to expert review, the prototype production is improved to the process of first approving the design finalized and then the mould is made; by analyzing the existing production business process, the collaborative process in the department is found. There are problems in the information peer-to-peer link, and the original multi-sector coordination work is locked in the production department as far as possible, and in addition, the filing link is added and improved to the information system processing. By analyzing the sales business process, we find out that in the quotation negotiation link, There are some problems in such aspects as unclear division of labor between R & D and sales business process. By using modern enterprise management information system to improve the accuracy of product inventory and quotation information, split the division of R & D and sales business, the artificial control factors are eliminated. Combing the new sales business process; through analyzing the after-sales service business process, found that there are problems in leadership examination and approval, multi-department coordination, etc., by adding expert group diagnosis, reducing the invalid link of the process, The scheme of improving after-sale service business process is put forward. At the same time of analyzing the existing problems of business, this paper deeply analyzes the root causes of the above problems, and puts forward the overall scheme of business process improvement and the scheme of organizational improvement around improving or avoiding the operational risks brought by the inherent problems of enterprises. In order to ensure the effective implementation of the program to formulate a corresponding implementation plan and safeguard measures. The risks in the process of core business process improvement are analyzed and monitored, and then the effect of the whole core business process improvement is predicted and analyzed. Through the research results of this paper, it is intended to guide DT to explore and practice the innovative road from functional management to process-oriented management, and to introduce business process improvement and value chain theory into all levels of corporate management. Construct excellent and efficient business process, reduce management and operation cost, control management risk, improve efficiency, service quality and customer satisfaction, enhance the comprehensive competitiveness of enterprises.
【學(xué)位授予單位】：吉林大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類(lèi)號(hào)】：F626;F273

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