Currently global shipping industry has from grew stage advance to mature period. The container ship capacity of supply exceeds the demand and the economy depression impacted traditional industry fiercely more competitors join the market cause freight decline, shipping industry face to a difficult position. The transportation cost raises up accompanies by sources of energy price hike, the container ship performance improvement is getting important with each passing day.
The case company depends on ¡§Port and Terminal Integrated Operating System (PATIO), and use super crane, transtainer(TT), tractor, radio data terminal (RDT) and related field partner to complete container handling process. The core competence to case company is focus on standard operating process (SOP), speedy customs formality and flexible practice.
From studying academic references, case company¡¦s document and practice learn its business process reengineering rely on PATIO system as a major tool to shorten core process timing, improve vessel productivity and enhance service quality. First, the essay creates a pattern contains four phases and seven procedures for running business process reengineering (BPR), realize some topics on process improvement and management from primary data and secondary data provided by case company. Second, the study is evaluated BPR performance between beginning and finish. Third, the conclusion of key successful factors (KSF) to BPR includes: (1). Build up business vision and company values. (2). High-level management support and fully participation. (3). Equipment modification properly. (4). Management Information System Improvement. (5). Cross function member teamwork. (6). The speed of business process reengineering. (7). Employee and field partner commitment with enthusiastic participation.
The conclusion of business process reengineering about case company summarize as following.
1.The pattern of business process reengineering contains four phases and seven procedures.
- Planning Phase
¡P Create business vision
¡P Develop business process reengineering concept
- Design Phase
¡P Map out business process reengineering contents
¡P Business process reengineering evaluation and design
- Implement Phase
¡P Carry out business process reengineering plan
- Measurement Phase
¡P Business process reengineering performance evaluation
¡P Continuously improvement
2.Seven key successful factors for achieving business process reengineering.
- Build up business vision and company values
- High-level management support and fully participation
- Equipment modification properly (Bomb Cart Modification)
- Management Information System Improvement
- Cross function member teamwork
- The speed of business process reengineering
- Employee and field partner commitment with enthusiastic participation
3.To provide example for the same business to carry out business process reengineering
| Identifer | oai:union.ndltd.org:NSYSU/oai:NSYSU:etd-0728104-203556 |
| Date | 28 July 2004 |
| Creators | Feng, Mei-Li |
| Contributors | Yu-Hui Cheng, Iuan-Yuan Lu, Che-Huang Lin, Jen-Her Wu |
| Publisher | NSYSU |
| Source Sets | NSYSU Electronic Thesis and Dissertation Archive |
| Language | Cholon |
| Detected Language | English |
| Type | text |
| Format | application/pdf |
| Source | http://etd.lib.nsysu.edu.tw/ETD-db/ETD-search/view_etd?URN=etd-0728104-203556 |
| Rights | not_available, Copyright information available at source archive |
Page generated in 0.0047 seconds