本文以HY电梯公司ERP实施为案例,在分析HY公司业务流程及ERP实施中存在问
题的基础上,探讨基于流程再造理论的ERP实施,在ERP的实施过程中既不能照搬ERP
的标准流程,也不能完全改造ERP去适应手工作业模式。正确的做法是,在分析清楚企
业现状的基础上,适当的改造企业的业务流程,为ERP的实施提供前提和保障。流程再
造已成为ERP成功实施的要素。

ERP实施首先必须从企业的战略目标出发,并结合业务流程重组理论,构建能支持
企业关键业务流程的管理信息系统。ERP的管理效益不言而喻,但并不是把ERP买来安
装好就能为企业创造价值,ERP —定要与业务流程重组理论相结合,企业才能迎来全面
变革,ERP的效益才能充分发挥。

本文的研究为ERP实施工作带来了一些新的思路,对企业实施ERP项目提供参考价
值。

关键词:业务流稈再造理论(BPR);企业资源计划系统(ERP) ; ERP实施
Abstract
After the introduction of the ERP,Chinese companies have both many remarkable
success stories and a lot of failure. How to make the smooth implementation of the ERP, and
gain the good performance, has become the increasingly urgent need of many enterprises.
This essay also focuses on this issue.
This paper takes ERP implementation of HY Elevator Company as the case, on the basis of
analyzing the HY business process and ERP implementation problems. In the process of ERP
implementation, we can not copy the ERP standard processes, nor completely remodel the
ERP to adapt to the manual operation mode. The correct approach is to appropriately
transform the enterprise business processes based on the clear analysis of the corporate
statement, and prepare for the implementation of the ERP. Process reengineering has become
a key element for a successful ERP implementation.
ERP implementation must start from the strategic objectives of the enterprise, with the
combination of business process reengineering theory,and build a management information
system that can support the key business processes of enterprises. The effectiveness of ERP
management is obvious, but the installation of ERP can not create value for the enterprise.
ERP must be a combination with business process reengineering theory. Therefore,the
enterprise can get the benefit from wholly transformation and the ERP.
This essay provides some new ideas to the practical points of ERP implementation.
Keywords: BPR; ERP; ERP Implementation