The Application of Enterprise Process Reengineering Theory in the Design of Printing Enterprise Information Management System

The leaders of publishing and printing industry of Beijing Institute of Graphic Arts have already turned their attention to enterprise information engineering and started (or are preparing to start) the establishment of their own enterprise management information systems. To establish and design a high-level enterprise management information system, it must be combined with business process reengineering (BPR). Based on the actual needs of the design of the management information system, this article introduces the basic concept and basic usage of the enterprise process reengineering theory for the reference of enterprise leaders and information system designers. The development and application of computer management information systems have caused conflicts between the modern enterprise management model and the traditional enterprise management model (discipline theory of Adam Smith). The former emphasizes the timeliness and integration of information, quickly collects, processes, transmits, and utilizes information, and the entire production and management process must adapt to the variability of user needs. The latter emphasizes the subdivision of the operation process and the command authority of the upper level to the lower level, and emphasizes the stability of products, production processes, management processes and methods. It can be seen that the traditional management model has been unable to adapt to changing market demands and cannot improve the ability of companies to forecast and respond to market changes. Therefore, companies must establish a management information system to improve their operational capabilities. This is the objective requirement and inevitable result of enterprise management informationization. It is in this situation that American scholars proposed the "reengineering of business processes" theory to guide the smooth progress of this great transformation. The core of enterprise process reengineering is "process reengineering." Therefore, the enterprise process must be analyzed and studied, and its defects must be "completely" searched and then reformed. In the early 1970s, when IBM designed the enterprise management information system, it adopted a development method called Business System Planning (BSP). The core of this method is to analyze (identify) enterprise goals→enterprise processes→data analysis→define data from the top down; then define the information structure from bottom to top→define enterprise process→achieve enterprise goals. Process analysis and redefinition is the key to designing a management information system. The above analysis shows that enterprise process reengineering and management information system design are closely related. If enterprise process reengineering is not supported by information technology, there will be no way to talk about it. To establish enterprise management information system, it is necessary to boldly reform the current operation process of the enterprise, remove redundant links, compress the hierarchical structure, and “drag” information channels. This transformation of the enterprise process requires theoretical guidance. The most appropriate theory is the theory of enterprise process reengineering. The organic combination of enterprise process reengineering theory and information technology provides theoretical guidance and technical assurance for the management information system design. In order to design a high-level management information system, it is not only necessary to learn information technology, but also to learn the theory of enterprise process reengineering and use advanced theories to guide the design of information systems. The reengineering of business processes can be divided into two categories: improved recycling and revolutionary recycling. The vast majority of companies investing in building management information systems nowadays are dual-better companies with higher management levels and better economic returns. The main purpose of establishing a management information system is to use information technology to promote the further improvement of the management level of enterprises and promote the further emancipation of the level of productivity, so as to increase the market competitiveness of enterprises and the operating efficiency of enterprises. The specific approach is to emphasize "reconstruction" on the original basis, so it is called "improved reengineering." The basic operations are as follows: 1. Conduct a comprehensive survey of the current management organization and operational processes of the company, draw the organizational chart and business (information) flow chart. 2. From the viewpoint of improving information processing speed, information flow speed, and information utilization rate, analyze and process the current organization chart and business flow chart: Clearance: Clear links that are ineffective for product “value-added”, such as redundant production capacity. Operation, invalid operation, excess inventory, etc. Simplification: Simplified tedious processing procedures and service procedures, simplify the work process. Merger: Organizational consolidation, process consolidation, and establishment of a "team organization." Automation: The use of computers to automate data collection, processing, and delivery. In the above process, attention should be paid to the following principles: ▲ Vertical integration: decentralization, compression hierarchy. ▲ Horizontal integration: department consolidation, expanding the scope of work of the staff, or the formation of "operation team." ▲ Reduce information entry: The original information has only one entry and is stored in the database for the user to call. ▲ Change the information transmission mode: use the parallel mode instead of the serial mode to shorten the working time and information transmission distance; use the database to “play” information in all directions to replace the single channel transmission mode; fully utilize the human-computer interaction function of the information system to realize information bidirectional Exchange and expand the opportunities for staff to participate in management and decision-making. (B) Revolutionary Reengineering The so-called revolutionary process reengineering refers to "complete refurbishment", reconsidering the production, service, and management processes of products, completely changing the existing processes, and establishing new processes. Obviously, revolutionary process reengineering is extremely difficult. In this way, not only must the leaders of enterprises have enough courage and confidence, but they also need the understanding and cooperation of the cadres and workers. In addition, leaders at all levels of the company must reach consensus on the objectives, plans and measures for process reengineering and form a resolution. Because this approach is risky and difficult, it must be done carefully and carefully planned. Printing companies are order-processing enterprises. Accepting customer orders (declaration orders) → negotiating prices and delivery dates → signing production contracts → formulating production plans → organizing production → delivering goods → recovering payment are the main lines of their operations; other processes such as Equipment maintenance, material procurement, personnel, and financial management are all centered around the production line. We have more detailedly recorded the current order of a certain printing company - the production planning process, and proposed a "re-engineering" plan for the existing problems, and made a brief introduction for the relevant personnel. (1) Since it is a market economy, to handle orders according to the order, it is necessary to negotiate the price and delivery date, and then sign the contract as a common rule for both parties to work. However, in the current business process of the company, no written contract is signed, and the price is "afterwards." We have “reconstructed” the marketing activities of the company, emphasizing first quoting and then signing contracts. The marketing business process after “reengineering” is shown in Figure 1. (2) The production plan is a programmatic document for the organization and command of production. The rationality of the production plan formulation directly affects the utilization efficiency of the production capacity of the enterprise, and affects the production cost and delivery time. Therefore, the production planning subsystem is one of the key design topics. Some printing companies will decentralize their plans and implement a two-level or even three-level management system: After the production department releases the workshops from the weekly plan, a rough operation plan will be formulated by the workshop dispatcher, and a work section will be issued; the work schedule will be re-deployed and the work plan will be implemented on the machine bed. Or team. We believe that the decentralization of planned decentralized management is not conducive to the unified deployment of production capacity and information transmission and should be improved. In particular, after adopting the management information system, the production department can easily understand the production progress of the machines, sections, and workshops, and can fully implement the first-level planning system. Based on this idea, we have drawn up a production plan business process diagram, as shown in Figure 2. (3) The planner of the production plan must be aware of the implementation of the plan at any time, and make adjustments to the production plan in response to problems in production (such as late progress or urgent tasks), and then issue a workshop implementation. Therefore, the production progress statistics and control subsystem can not be ignored, and its business flow chart is shown in Figure 3. Combined with the design example of printing enterprise management information system, the basic concepts, ideas and application methods of the theory of enterprise process reengineering are introduced. It is hoped that the attention of the leaders of printing companies and related staff will be paid attention to, and the enterprise information work will be more effective. ·Editor Zhang Zhenyi