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D 公司作为中小化工企业，经过近八年的发展，虽然目前现行的管理流程在一定
程度上能够保障公司的正常运转，完成既定指标，但是公司面对的内外部环境都发生
了重大的改变，其面临着与众多中小企业同样的问题：核心竞争力缺乏，管理水平低
下，市场抗风险能力较差等。与此同时，随着环保政策越来越严，下游企业（制浆造
纸企业）进一步集中，同行业的竞争日益激烈，D 公司内部管理问题也正在制约着企
业的进一步发展。D 公司公司在运作过程中明显感觉吃力，进而限制 D 公司快速的
发展。面对以上问题，通过梳理诊断 D 公司管理流程过程中出现的问题，分析其原因，
依据管理相关理论知识，D 公司必须强化公司管理的体系化和战略化。D 公司管理工
作将来改善的重要方向是要从现有的以职能为导向的管理向以流程为导向的管理方
式转变。主要途径是通过改进现行组织结构和管理方式以及现行管理流程等方面研究
解决目前问题。 因此，对 D 公司的管理流程进行改进，提出相应的解决方案，从而
达到提高 D 公司的管理水平、企业的运作效率和核心竞争力的目的；同时，通过对 D
公司管理流程的探讨，旨在对其他类似企业有一定的适用性和借鉴价值
本论文运用文献研究、案例结合理论分析等方法，对 D 公司管理流程改进的过程
中，制定了 D 公司管理流程改进的目标：构建一套“高效、务实、简洁”，适合 D
公司现实发展需要同时又能可持续优化改进的管理流程。基于 D 公司管理流程改进目
标，逐步分解，改进了企业的组织结构，增设了总经理助理一职，同时为了简化工作
汇报程序，将售后服务部并入技术部门；构建了流程优化责任主体，需求部门提出改
进需求，由总经理助理监管，行政办公室协助执行；实行了以流程为中心，职能管理
并行的管理方式；设计了管理流程改进效果的评价指标，并赋予了一定的权重
关键词：D 公司；管理流程；管理流程改进II
Abstract
With the development change of the market management environment, the traditional
oriented management, vertical integration management mode gradually can not meet the
needs of the development of enterprise. Modern scientific management mode is more and
more important for production and operating activities. More and more companies begin to
introduce advanced management concept and methods, for improving the level of
management and the market competitiveness of company. In recent years, the theory of the
business process management , as an advanced management idea, has become the focus of
research in enterprise and academia since introduced into china. More and more enterprises
begin to pay attention to their own process, and implement business process management,
transverse integration management mode.
As a small and medium-sized chemical enterprise, the current management process of
D company can meet the normal operation of the company and complete established
indicators in a certain extent through nearly eight years of development. But the internal
and external environment that the company face have taken place in the significant
changes . D company is faced the same problem with many small and medium-sized
enterprises : lack of core competitiveness, lag of management level, the poor risk resistance
ability of the market etc. At the same time, with the increasingly strict environmental
protection policy, downstream enterprises (pulp and paper enterprises) are more and further
concentration, and result the industry competitive increasingly. And, the internal
management problems of D company are not conducive to the long-term development of
the enterprise. Obviously, D company struggles in the environment and the rapid
development of D company is limited in the operation. D company must strengthen the
systematic management of the company strategy and change. To improve the future
competitive, the important direction of D company management is from the existing
function oriented management changes to the process oriented management style. The main
way is by improving the existing organizational structure and management mode and the
current research to resolve the problem management process. By judging and analyzing the
management problems of D company , this paper helps to improve the management process
of D company based the relevant theory, so as to improve the operation efficiency, core
competitiveness and the management level of D company; And, The author hopes the study
can get certain applicability and reference value for other similar enterprises. through the
optimization of D company management process.
By means of literature research and combining with theoretical analysis, theIII
objective of D company management process optimization is to build a set of “high
efficient, pragmatic, concise” process management system, which is suitable for the needs
of the development and sustainable management process optimization of D company .
According to the objective of D company management process optimization, The business
organizational structures are optimized of D company, which set up a post of general
manager assistant, and customer service department be incorporated into the technical
service department in order to simplify procedure; The main responsibility of process
optimization is constructed.When demand department proposes the needs of the
optimization, the general manager assistant is the supervision, and administrative office
assist the demand department to implement ; The management style is the process centric
and the functional management as management assistant. The evaluation index is designed,
which is used to analyze the effect of management process optimization .
Key words : D company； management process；management process improvementIV
目 录
摘要..I
Abstract...........II
第一章 绪 论.........1
1.1 研究背景与意义......1
1.1.1 研究背景.......1
1.1.2 研究意义.......3
1.2 论文主要研究内容与方法和写作思路......3
1.2.1 主要研究内容与方法...........3
1.2.2 写作思路.......4
1.3 论文的创新之处......4
第二章 相关文献综述.........5
2.1 管理流程及其相关概念内涵..........5
2.1.1 流程的概念内涵.......5
2.1.2 管理的概念内涵.......6
2.1.3 管理流程的概念内涵...........8
2.2 流程管理理论..........8
2.
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