下载文档原格式
政府业务流程再造的案例Business process reengineering (BPR) is the analysis and redesign of workflows within and between enterprises.商务流程再造（BPR）是企业内部和企业之间工作流程的分析和重新设计。
It involves examining the current processes, identifying inefficiencies or areas for improvement, and then redesigning those processes to achieve a more efficient and effective outcome.这涉及审查当前的流程，识别低效或需要改进的地方，然后重新设计这些流程以实现更高效和更有效的结果。
One case of successful government business process reengineeringis the implementation of electronic document management systems.成功的政府业务流程再造案例之一是实施电子文档管理系统。
Previously, many government agencies relied on paper-based documentation processes, which resulted in inefficiencies, delays,and increased risk of errors or loss of important documents.以前，许多政府机构依赖纸质文档流程，这导致效率低下、延迟和增加错误或重要文件丢失的风险。
By reengineering their document management processes to be electronic-based, government agencies have been able to streamline their workflows, reduce the risk of document loss, and improve accessibility and transparency for both staff and the public.通过将文档管理流程重新设计为电子流程，政府机构能够简化工作流程，减少文件丢失的风险，并提高员工和公众的可访问性和透明度。
郑州航空工业管理学院BPR论文专业:工业工程学号：130507214姓名:李娅BPR在中国企业运用的调查研究——海尔公司流程再造摘要: BPR即Business Process reengineering,意思是企业流程再造。
流程作为一组能够创造价值的活动,自1990年迈克尔·哈默博士的文章揭开BPR的序幕，在世界引起热潮。
20世纪90年代中期,世界500强中有70%以上的企业实施了流程重组(BPR)，更有许多企业取得喜人成绩。
2001年底我国成功的加入世界贸易组织（WTO），内外经济环境的变化促使我国传统企业不可避免的选择了国际化道路。
然而我国传统企业过时的组织模式、落后的管理体制、低下的信息技术水平以及固有的制度缺陷无不严重阻碍了其国际化道路.为解决这些问题，源于美国已风靡世界的业务流程再造运动被提上了日程。
20世纪90年代中期,BPR进入中国。
关键字:流程再造海尔方法BPR介绍一、企业现行经营管理模式存在的问题企业现行经营管理模式源于18世纪亚当·史密斯的“劳动分工原理"和19世纪弗雷德里克·泰勒)的“制度化管理理论”，即强调按专业化分割，把企业的经营过程分解为最简单、最基本的工序，这样工人只需重复一种简单工作,熟练程度大大提高，同时对各个经营过程实施严格控制。
在当时，由于工人素质低、劳动力廉价和技术水平有限，因此这些理论得到迅速推广，并有效地提高了企业的劳动生产率。
这两种理论在20世纪被两大汽车巨人发展，亨利·福特将其用于福特公司的汽车生产,形成了汽车流水作业线，使生产效率倍增；阿尔弗雷德·斯隆将其用于通用汽车公司的组织经营管理,形成了层层上报的金字塔式组织结构,加强了部门管理.进入80年代,基于这两种理论的经营管理模式日益显露出弊端，企业家和管理学家认为它主要存在以下几个问题:分工过细.;无人负责整个经营过程,缺乏全心全意为顾客服务的意识；组织机构慵肿,助长官僚作风；员工技能单一,适应性差。
企业流程再造BRP企业流程再造（Business Process Reengineering，简称BPR）是指对企业内部工作流程进行彻底的重新设计和优化，以实现工作过程的简化、效率的提高和综合业务绩效的跃升。
BPR是一种战略性的管理工具，旨在通过重新构造流程将组织转变为更加灵活、高效和竞争力强的企业。
1.确定再造目标和范围：确定需要进行再造的流程范围和目标，并确保再造的目标与企业的战略目标一致。
2.分析现状流程：通过对现有流程的调研、数据收集和问题分析，了解流程的瓶颈和问题，并找出改进的空间。
3.设计新流程：根据分析的结果和目标，对流程进行重新设计。
这包括简化流程、优化流程和引入新的技术和工具。
4.实施新流程：在重新设计的流程基础上，进行实施和推行。
这包括培训员工、调整组织结构和引入新的技术系统。
5.监控和改进：对新流程的实施进行监控和评估，收集反馈信息并进行必要的调整和改进。
通过企业流程再造，企业可以获得以下几个方面的效益：1.降低成本：通过流程的简化和优化，减少不必要的环节和冗余工作，降低企业的运营成本。
2.提高效率：重新设计流程可以加快业务的处理速度，减少人工操作，提高工作效率。
3.改进质量：优化流程可以减少错误和短板，提高产品和服务的质量，增强客户满意度。
4.提升竞争力：通过流程再造，企业可以实现差异化的竞争优势，提供更加高效和优质的产品和服务，从而提升自身的竞争力。
但同时，企业在进行流程再造时也需要注意以下几个方面的问题：1.组织文化：企业在进行流程再造时，需要注意与组织文化的契合度。
改变现有的流程和工作方式可能会引起员工的抵触和不适应，需要进行充分的沟通和培训。
2.技术支持：流程再造通常会引入新的技术和系统，需要保证技术的稳定和可靠性，避免对企业的正常运营造成负面影响。
3.沟通协调：在流程再造过程中，不同部门和岗位之间需要进行良好的沟通和协调，避免信息孤岛和利益冲突。
4.管理层支持：流程再造需要得到企业高层管理层的支持和推动，以确保项目能够得到有效的推行和推广。
流程再造理论及实例流程再造（Business Process Reengineering，简称BPR）是指对企业的现有业务流程进行彻底的改造和重新设计，以实现效率和质量的显著提升。
流程再造理论和方法是由美国管理专家Michael Hammer和James Champy于1993年提出的，该理论自提出之日起就引起了广泛的关注和应用，并为全球企业进行大规模的业务流程改造提供了科学的指导。
流程再造理论的核心是通过对企业现有流程的重新设计和优化，来突破现有模式，改变传统的企业管理模式和组织结构，从而实现持续的业务创新和突破。
通过流程再造，企业可以优化资源配置，提高效率，降低成本，缩短产品和服务的上市时间，提升客户满意度等。
下面是一个关于流程再造的实例：公司A是一家生产型企业，其生产流程主要包括原材料采购、生产制造、产品质检和销售出库等环节。
然而，由于传统的流程管理模式存在问题，导致公司长期面临着库存过高、生产周期长、质量问题频发等挑战。
为了解决这些问题，公司决定进行流程再造。
首先，公司A对现有的业务流程进行了全面的评估和分析，找出了问题的症结所在。
通过分析发现，原材料采购流程存在固定供应商和缺乏供应链可视化等问题；生产制造流程中存在多次转移和废品率高等问题；质量部门在质检环节中常常查出质量问题，导致生产周期延长；销售出库流程中存在多个环节的手工操作，效率低下。
基于对现有流程的分析，公司A开始制定新的流程再造方案。
方案的核心是推动信息技术的应用和优化供应链管理。
公司采购系统和供应商建立了在线对接的平台，实现了供应链的可视化；生产制造流程引入了自动化设备和行业4.0的理念，缩短了生产周期和降低了废品率；质检环节引入了自动化检测设备和流程，大大提高了效率和准确性；销售出库环节实现了与运输公司的对接，实现了实时信息传输和快速出库。
在流程再造方案的实施过程中，公司A进行了全员培训和意识形态的转变，使员工能够适应新的流程管理模式和工作方式。
BPR流程再造BPI流程改进和BPM流程管理BPR（Business Process Reengineering）流程再造是一种从根本上
重新设计和改变企业流程的方法。
它包括彻底重新思考和重新设计业务流程，以实现战略和组织目标的变革。
BPR着眼于从零开始重新设计流程，
通过消除不必要的环节和重复工作，重新组织工作流程和资源配置，实现
业务流程的根本性改进。
BPI（Business Process Improvement）流程改进是一种对现有业务
流程进行逐步改进的方法。
它侧重于在现有流程的基础上，通过优化、自
动化和改善来提高效率和质量。
BPI关注的是在保持原有流程基本框架不
变的情况下，通过逐步改进和提升效率，来获得更好的业务绩效。
BPM（Business Process Management）流程管理是一种综合性的方法
和工具，用于管理企业的业务流程。
BPM关注的是将流程视为一种资源，
通过不断的监控、优化和控制，实现业务流程的最佳管理。
BPM包括流程
建模和设计、流程自动化和优化、流程监控和控制等环节，旨在全面管理
和优化企业的业务流程。
在实践中，企业可以根据具体情况和需求选择合适的方法或结合多种
方法。
比如，当企业面临业务转型和重组时，可以采用BPR流程再造方法，从根本上重新设计和改变业务流程。
当企业已经拥有较为完善的流程框架
和基础上，可以采用BPI流程改进方法，逐步改进和优化流程效率。
当企
业需要综合性的流程管理和优化时，可以采用BPM流程管理方法，全面管
理和优化企业的业务流程。
企业流程再造案例企业流程再造（Business Process Reengineering，简称BPR）是指对企业现有流程进行全面的、彻底的改革和重新设计，以提高企业的效率和竞争力。
以下是10个企业流程再造的案例：1. 某电信公司的客户服务流程再造：该公司通过引入自助服务系统和智能语音识别技术，将客户服务流程从传统的人工服务转变为自助服务，大大提高了服务效率和用户体验。
同时，该公司还对客户服务人员的培训进行了优化，提高了服务质量。
2. 某制造企业的生产流程再造：该企业通过采用先进的生产设备和自动化控制系统，实现了生产流程的自动化和智能化。
这不仅提高了生产效率，还减少了人工操作的错误，提高了产品质量。
3. 某零售企业的供应链流程再造：该企业通过与供应商建立紧密的合作关系，共享销售数据和库存信息，实现了供应链的实时协同和优化。
这使得企业能够更快地响应市场需求，减少库存和运营成本。
4. 某银行的贷款审批流程再造：该银行通过引入自动化的信用评估系统和风险管理模型，将贷款审批流程从人工操作转变为自动化决策。
这不仅提高了审批效率，还减少了人为主观因素对审批结果的影响。
5. 某物流公司的配送流程再造：该公司通过引入物联网技术和智能调度系统，实现了对配送车辆的实时监控和路线优化。
这使得企业能够更精确地安排配送计划，减少了运输成本和配送时间。
6. 某医院的就诊流程再造：该医院通过引入电子病历系统和预约挂号平台，实现了就诊流程的电子化和在线化。
患者可以提前预约挂号，医生可以实时查看患者病历，提高了就诊效率和医疗质量。
7. 某酒店的客房清洁流程再造：该酒店通过引入智能客房清洁设备和管理系统，实现了客房清洁流程的自动化和智能化。
这不仅提高了清洁效率，还提升了客房卫生标准，增强了客户满意度。
8. 某保险公司的理赔流程再造：该公司通过引入在线理赔平台和智能核赔系统，实现了理赔流程的简化和加速。
被保险人可以通过手机APP提交理赔申请，保险公司可以实时核赔，大大减少了理赔时间和纸质文件的使用。
一、企业流程再造的概念企业流程再造(Business Process Reengineering，简称BPR)这一概念最初于1990年由美国麻省理工学院的哈默(Michael Hammer)在“Reengineering Work：Don't Automate，But Obliterate”一文中提出。
接着哈默(Michael Hammer)和钱辟(James Champy)于1993年合著的“Reengineering the Corporation——A Manifesto for Business Revolution”一书，全面提出BPR概念。
在书中，他们将“企业流程再造”定义为“从根本上重新思考、彻底改造业务流程，以便在衡量企业绩效的关键指标上取得显著性的改善”，其中衡量绩效的指标包括产品和服务客户满意度、成本、工作效率等。
这个定义包括了四个关键词：根本的(Fundamental)，彻底的(Radical)，显著性(Dramatic)和流程(Process)。
这就是企业再造的四个核心内容：第一，所谓根本的，是指企业再造需要从根本上重新思考，对长期以来企业在经营中所遵循的分工思想，等级制度和官僚体制等进行重新审视，这需要打破原有的思维定势，进行创造性思维。
第二，所谓彻底的，是指企业再造工程不是对企业进行肤浅的改变或调整修补，而是要追根溯源，进行脱胎换骨式的彻底改造，抛弃现有的业务流程和组织结构以及陈规陋习，另起炉灶，对企业进行重新构造，不是对企业进行改良，增强或调整。
第三，所谓显著性，是指企业再造的目标不是要取得小的改善，而是要取得业绩上的突飞猛进，如大幅度降低成本，缩短研发生产周期，提高质量等。
不是缓和的，渐进式的改善，而是大幅度的跳跃，渐进式的变革只需要精细微调旧系统，而业绩上的巨大飞跃则需要以新的系统取代旧的系统。
第四，所谓企业流程(Business Process)，就是企业将多种资源输入转换成对客户有价值的输出的一连串活动集合。
企业流程再造的概念企业流程再造（Business Process Reengineering，简称BPR）是一种对企业业务流程进行根本性再思考和彻底性再设计的管理思想和方法，旨在通过重新设计业务流程，提高企业运营效率和质量，从而适应快速变化的市场环境。
本文将从概念、目的、方法、实施步骤等方面对企业流程再造进行详细阐述。
一、概念企业流程再造强调以业务流程为改造对象和中心，以关心客户的需求和满意度为目标，对现有的业务流程进行根本的再思考和彻底的再设计，利用先进的制造技术、信息技术以及现代的管理手段，最大限度地实现技术上的功能集成和管理上的职能集成，以打破传统的职能型组织结构，建立全新的过程型组织结构，从而实现企业经营在成本、质量、服务和速度等方面的巨大改善。
二、目的企业流程再造的目的在于提高企业的竞争力，具体包括以下几个方面：1.提高效率：通过对业务流程的优化和重组，消除不必要的环节和浪费，提高企业整体运营效率。
2.提高质量：通过对业务流程的标准化和规范化，确保产品和服务的质量达到客户期望。
3.降低成本：通过优化业务流程，降低企业运营成本，提高盈利能力。
4.提高客户满意度：通过关注客户需求和满意度，重新设计业务流程，以满足客户的期望和需求。
5.增强企业适应性：通过使企业运营过程更适应市场变化和客户需求，提高企业应对市场变化的能力。
三、方法企业流程再造的方法主要包括以下几个步骤：1.对现有流程进行分析：通过对现有业务流程的深入了解和分析，找出存在的问题和瓶颈。
2.设计新的流程：根据分析结果和客户需求，设计新的业务流程，消除不必要的环节和浪费。
3.实施新的流程：将新的业务流程付诸实施，并进行持续改进和优化。
4.评估效果：对新的业务流程进行评估，分析实施效果和改进空间。
四、实施步骤企业流程再造的实施步骤包括以下几个方面：1.制定再造计划：明确再造目标、范围、时间和资源需求。
2.建立再造团队：组建具有不同背景和技能的跨职能团队，负责再造计划的实施。
企业流程再造BPR企业流程再造（Business Process Reengineering, BPR）是一种常用的企业管理手段，旨在彻底改变企业的业务流程和组织结构，以提高其运营效率、降低成本，并获得竞争优势。
本文将从BPR的概念、原则、步骤以及成功案例等方面详细介绍企业流程再造。
一、概念企业流程再造是一项系统性、全面性的工作，旨在通过重新设计和优化企业业务流程，以实现巨大的企业效益和竞争优势。
它强调的是对流程的革新和创新，而不是单纯的改进和修补。
BPR的基本思想是通过采用最佳实践、创新技术和组织变革来重塑和优化企业流程，以实现业务的高效、灵活和质量。
二、原则1.以客户为中心：流程再造的目的是为了满足客户需求，因此应以客户为导向，重新设计流程，优化客户体验。
2.从头到尾、从外到内：流程再造应从流程的发起端到结束端，从外部环境到内部操作，综合考虑并重塑流程。
3.节约和优化资源：通过流程再造，应该能够减少不必要的环节和资源浪费，提高资源和效益的利用率。
4.高效、灵活和质量：流程再造的目标是提高运营效率、提供灵活的业务响应能力和提高产品和服务的质量。
5.创新和技术应用：流程再造不仅要借鉴和采用最佳实践，还要借助新技术和创新方法，推动流程的创新和提升。
三、步骤1.规划与准备：确定流程再造的目标和范围，建立项目团队和项目计划，收集流程相关数据和信息。
2.流程识别与分析：明确当前流程，识别流程中的问题和瓶颈，收集流程数据和指标，以支持后续的优化工作。
3.设计与优化：基于识别和分析的结果，重新设计和优化流程，包括流程的顺序、职责、控制和技术应用等。
4.重组与实施：根据新设计的流程，进行组织结构的调整和重组，制定实施计划，推动流程变革和技术应用等。
5.监控与改进：在流程实施过程中，进行流程监控和绩效评估，根据结果进行持续改进和优化。
四、成功案例1.沃尔玛：沃尔玛通过重新设计供应链流程和物流配送模式，实现了仓储和运输成本的降低，有效提高了运营效率和顾客满意度。
Abstract:With the market shift from a seller to the buyer's market, in a highly competitive environment, companies look forward to new management. Business process reengineering (Business Process Reengineering, BPR) is the result of many business practices. Can improve business operations performance breakthrough new management ideas and methods. This article describes the technology-based workflow process of business process reengineering concepts, methods, processes and tools to implement business process reengineering to provide a technical reference.Keywords: Business Process Reengineering (BPR) workflow (WorkFlow) process modeling一、workflow technology(一)Workflow and Workflow Management SystemAccording to international definitions of Workflow Management Coalition, workflow is the automated operation of the business process, in part or whole to the performance of the participants on the documents, information or tasks in accordance with the rules to take action and make it passed between the participants. In short, the workflow is a series of interrelated, automated business activities or tasks, work with a fixed procedure for the regular activities of a concept put forward. By the definition of good work down into tasks, roles, rules and processes for implementation and monitoring, to improve the level of production organization and work efficiency.Workflow and other management ideas, technologies, is an optimization method is optimized to work thinking and techniques, which have the following advantages:1.Main business processes can greatly shorten the processing time. In general, their daily activities, about 70% of the class activities are processes, workflow, business activity throughout the sector at all stages of planning through better business processes, parallel execution of independent activities, reduce business process does not necessary intermediate data and other methods to reduce the wait and the purpose of temporary storage space, which can greatly speed up the process of processing speed, improve people's working efficiency and management of the standardization level.e of workflow technology, quickly and easily access all relevant data and workflow, automatically become a task to provide for the relevant information needed to reduce the staff is very tedious and time-consuming data to find work. This increases efficiency, reduces management costs, thus greatly improving service quality.3. Use of workflow technology can maximize the integration of enterprise information resources available to achieve full use of resources. As workflow technology has flexibility and openness, it can ensure the enterprise information system can be extended successfully to meet the changing market environment.Workflow management system is to provide a workflow generated (including business process definition), workflow and business process workflow management and monitoring functions necessary to support a set of tools. Most workflow management system application process generally use the following four steps:(1)Process definition. The main task of this stage is based on enterprise business process a process model (workflow model) that can be handled with a formal computer language to describe the business process. Analysis and implementation process model is a necessary basis for workflow management.(2)Model analysis and process optimization. This stage is to use static or dynamic model analysis methods and tools to analyze the performance of process models, in order to find the model possible bottlenecks, deadlocks and so on, in order to improve and optimize the model.(3)Application systems development. The stage optimization model under the corresponding information systems, database systems, the implementation of workflow management software and workflow management software, integration with other systems.(4)WfMS implementation. WfMS implementation is the use of workflow management software, according to the process optimization model to create process instances, schedule and control the course of business, the implementation of activities. In this implementation process, WfMS will interact with the operator or trigger the application of system-related functions.In practical applications, workflow management systems implementation and business process reengineering are closely related. Implementation of the workflow management system is aimed to enhance the flexibility of enterprises, and can change according to market continuously improve their business processes.(二)Workflow and Business Process ReengineeringBusiness Process Reengineering (BPR) is a thorough business process re-think and re-design. This will inevitably lead to management concepts, business processes, organizational structure and corporate culture of many multi-level change, so there must be steps to a purpose and a plan for the implementation of BPR, to ensure ultimate success. BPR's life cycle can be divided into project planning, process modeling, process optimization, systems implementation and project evaluation five stages:(1)Project Planning. The main task of this stage to develop business planning and BPR objectives. Senior leadership in this phase enterprise development through the development of business strategies to guidance from higher levels of project implementation is necessary; Inaddition, business leaders should also be on the implementation of the necessity and importance of BPR form of unanimity, to determine the process of recycling target.(2)Process modeling. The main task of this stage is to accurately describe the existing business processes, build business process models. Process modeling is a business process analysis and optimization design.(3)Process optimization. The main task of this stage is the stage in the process model based on the analysis and optimization of enterprise business processes. Optimizing business processes, we must give full play to the role of information technology. On the one hand, with the computer, networking and the rapid development of communication technology, information technology can provide flexible business-oriented working groups and based on communications interoperability. This may change the behavior of businesses - from the serial into a parallel mode of collaborative work. On the other hand, information technology, in particular, is based on rigorous mathematical model based on simulation analysis and optimization tools, early detection of bottlenecks and put forward reasonable optimization process or comments.(4)System implementation. This phase is mainly under the optimized process model, the re-establishment in the enterprise with new business processes that match the organizational structure, conduct training, complete business process transformation.(5)Project evaluation. BPR implementation, the need for new monitoring and evaluation of business processes to the problems found, if necessary, the process needs to be perfect again. Contrast WfMS application life cycle and the five stages of the implementation of BPR, we can see the workflow technology can better support the BPR in the process analysis, process optimization, system implementation and evaluation of the four stages of the project. In addition, because WfMS can schedule and monitor the implementation of activities, to achieve good process management and control.Thus, workflow technology has good support for BPR. In fact, the implementation of workflow technology is the most widely used BPR techniques.二、Based on workflow technology, BPR implementation processBusiness processes and activities according to the complexity of the composition, based on workflow technology, the implementation of BPR can be implemented using a variety of ways. Here one of the process modeling, process optimization, system implementation and assessment of the four stages of the project content, methods, tools and related notes.(一)Set up a business workflow modelEnterprise is a complex economic, social and physical systems, must be from multiple angles to describe its business processes. Usually from the organization, resources, business processes and data to examine four aspects of enterprise business processes.(1)Organization described the organizational business units and their mutual relationship. Exist between organizational units are subordinate or collaborative relationship, to form a certain hierarchy;(2)Resources in the enterprise resource description and resource entity type attributes. Resources are the activities to implement the necessary conditions; resource entity may be the implementation of activities, that may be required for the implementation of the activities of equipment, materials or activities in the physical output of the new entity. Between theorganization and resources mapping, every resource entity has a corresponding responsibility to organizational unit, the organizational unit responsible for this resource entity's use and maintenance;(3)Business process business process description, which is included in the definition of the business process activities and the logical relationship between these relationships.(4)Data from the perspective of enterprise data describing the relationship between business process and data in the data structure of relations, set up a business process workflow model is to determine several aspects of the business and its relationship process.(二)Analysis of enterprise workflow modelTransformation of the original process by the existence of irrational factors in order to improve business process performance is one of the major BPR objectives, therefore, the establishment of a business workflow model, you must analyze, identify problems and use of optimization solutions.(三)Optimization of enterprise workflow modelAfter these several times on business workflow model simulation runs and analysis of operating results, it is often to modify or re-define the workflow model simulation environment. This is because the original workflow model through simulation and found that the unreasonable structure of the model or relationship, you need to make changes or adjustments. Modify or adjust the model to achieve the following two purposes:（1）Adjust the workflow model and the actual business process to improve their consistency. The model started with the actual business process possible inconsistencies, the simulation analysis can be part of that model, which does not match with the actual situation, then modify the workflow model by repeatedly and run the simulation process, adjusting the model to make it step by step approach the actual business process.（2）Optimization of the workflow model, the final optimized business process. Through the implementation of simulation and analysis of simulation results may be unreasonable that where the current workflow model, such as rising costs caused by an irrational allocation of resources, reduced efficiency. At this time, by modifying the model structure or parameters, re-run the simulation, you can find a better solution to optimize workflow model, the ultimate purpose of business process optimization. Can use several methods to optimize the business process. Common include: changes in the transaction path, modify the activities of possession of the amount of resources, the implementation of activities to change the time or resources to change the structure of the organizational structure, adjust the quantity of resources.三、SummaryBusiness process is a complex system, how dynamic environment to identify, describe and analyze the process for understanding and improving business process foundation. This article describes the technology-based workflow process of business process reengineering concepts, methods, processes and tools, including detailed explanation of the business workflow model, analysis and optimization of methods and tools for business process reengineering to provide the technical implementation reference.References:[1]刘铁铭，范玉顺. 基于工作流的企业流程的建模和仿真技术研究[J]. 清华大学学报，2000,40(1)：107-111[2]赵小康. 企业流程改造与创新. 工业工程与管理, 1999(1)[3]李源等. 企业过程再造的价值工程方法. 工业工程与管理, 1999(2)[4]梅绍祖,(美)ＪａｍｅｓＴ.Ｃ.Ｔｅｎｇ.流程再造-理论、方法和技术[Ｍ].北京:清华大学出版社,2004[5]Yoo-Hoo Bee, Seok-Chan Jeong, Youngho Seo et al. Integration of workflow management and simulation [J]. Computers & Industrial Engineering, 1999,37:203-206[6]Joe Peppard and Philip Rowland. Business Process Re-engineering. Prentice Hall Europe,1995。
