摘要
全球经济的快速发展以及越来越趋于白热化的竞争对传统制造厂商的要求越
来越高,在成本控制和产品及服务质量方面提出了越来越高的要求。D公司以生产、
设计、销售家用及办公室计算机而闻名,不过它同时也涉足高端计算机市场,生产
与销售服务器、数据储存设备、网络设备等。D公司的其他产品还包括软件、打印
机等计算机周边产品。但是现有的服务流程还存在改善的空间。本文’首先通过对
D公司所在的现代服务业进行概述,并阐述了业务流程再造理论,为后续的公司业
务流程再造提供理论依据和铺垫。其次,结合公司的经营发展战略,细致地分析了
D公司目前的服务管理现状,对其存在的问题进行与归纳与总结,并根据业务流程
诊断分析的结果,提出了适合D公司自身特点且切实可行的流程再造方案。这一套
流程再造方案包含了建立流程再造项目小组、售后服务流程、售后服务考核方案的
更新等内容。该方案有利于D公司降低自身的服务成本,降低服务供应商的运营成
本,提高对客户的响应速度,改善D公司的客户服务水平,使得D公司与合作伙
伴之间的联系更紧密,实现与合作伙伴及客户之间三赢的局面。在售后服务流程再
造方案之后,又分析了该方案在实施过程中的可行性、将遇到的困难,并提供了相
应的对应之策。经过财务确认,该流程再造在2013年的节约率从17.24%提高到
28.33%,实现了 USD345,273美元的差旅费成本节约,各监控指标不但不降反升,
特别是第一次预约上门准时率得到了大幅提升,从82.80%%提高到90.45%。通过
对D公司售后流程再造的研宄,除了改善了 D公司当前的售后服务流程,使其进
一步降低了成本,提升了在售后服务领域的领先优势外,也是业务流程再造在服务
行业领域的另一个尝试,对当前现代服务企业整合公司内部及供应商的资源,为客
户提供更高效便捷的售后服务有一定的借鉴意义。
关键词:流程再造;流程优化;劳动生产率
Abstract
The requirements for traditional manufacturers is getting higher and hi^xer with the rapid
growth of the global economics and the severe competition, that it request for more on
cost control,products and s^vice quality. D Company is famous for manufacturing,
designing and sales in client and enterprise computers. But it has set foot in high end
computer market, producing and selling server, data storage and network devices as well.
D company's products include such peripherals as software,printers and so on. However
there still remains improvOTient for the current service process. In this paper, firstly, the
thesis summarizes current service industry where D company is located and elaborates the
tiieory of business process reengineering, which provides tiieoretical foundation and
bedding for the follow-up process reengineering. Secondly, integrating the company's
business development strategy, it makes an meticulous analysis on current service
management model and sums up the existed problems and issues. And based on the
analysis result of business process it puts forward a practicable scheme of process
reengineering which suits D company well. The process reenginerang sdieme includes
setting up a reengineering project team, service process, assessment system improvement
and so on. The scheme will be beneficial to D Company on the aspect of reducing service
cost of itself and the vendors, quickening response speed and improving service level,
tightening the business relations between D Company and tiie vendors, as a result it has
reached an outcome of 3-wins, the vendors', the customers' and itself. After the service
process is reengineered, the thesis analyzes the feasibility, difficulties will be encountered
while providing relevant solution. Confirmed by Finance, the cost saving rate has been
improved from 17.24% to 28.33% and travel cost has been reduced USD345,273 in 2013.
All measurements on service quality were improved as well, especially the ETA
Compliance, which was increased from 82.80% to 90.45%. The research of the service
process reengineering in D Company not only improves the service process, reducing
fiirther it's cost and promoting its leading superiority in the field of after sales, but also is
another try of Business Process Reengineering in the service lines of business. It can be
used for some reference in optimizing the internal & external resources in the service
industry to provide more efficient and convenient service to the customers.
Keywords: Business Process Reengineering; process optimization; Productivity