摘 要
大多专家认为现在企业的竞争是供应链整合能力的竞争，更准确的说法应该是团队之
间的竞争，产品和服务可以被复制，但是一个有竞争力的团队是无法复制的。通过不断地
优化重组核心业务流程，提升标准化管理，逐渐铸造一支有核心竞争力的团队，这是企业
长青的硬道理。随着信息技术和经济全球化的迅速发展，市场竞争日益激烈，客户对公司
的要求也不断增加。公司需要不断地提高自身的运行效率，不断地降低成本，增强自己的
核心竞争力，使自己一直处于竞争优势。这是所有公司所面临的创新改进问题。
A 电器公司虽然也不断地采用了一些新的信息技术，像 ERP 和 OA 等，但公司现有的流
程难以适应发展的需要，不增值的流程不断增加，阻碍了效率的提高，甚至给公司带来了
损失，出口业务流程就是其中之一。为了使出口业务流程更好地服务于公司战略目标，增
加客户价值，提高工作效率，降低运营成本，需要对其进行优化重组。
本文首先描述了研究背景与意义，对国内学者关于流程优化重组的研究现状进行简单
介绍，并说明了研究的主要方法和思路；其次对一些重点的流程优化重组理论进行概述；
然后进入论文的核心，先通过重要性-绩效矩阵甄选出 A 电器公司的关键出口业务流程，
通过调查问卷、5WHY 分析法找出并分析现流程问题的根本原因，再用创新的 8D-ECRS 流程
优化方法和泳道图流程优化方法进行优化重组，最后通过关键成功要素法对新流程进行评
价，保证优化重组流程的有效实施，最终达到优化目标，并提高管理水平，降低管理成本。
结果表明：通过对出口业务流程成功地优化重组，不仅能提高客户的满意度和出口交
付率，而且缩短了订单交付周期，降低了成本，提升了公司出口业务的管理水平，逐步打
造了一支有竞争力的出口团队，这也为公司进行整体流程的优化重组提供了一些借鉴。
关键词：流程 流程管理 流程再造 流程优化 出口业务流程 泳道图
ABSTRACT
Most experts believe that the main competition of enterprises is competition of supply chain
integration ability, the more correct term is the team competition, products and services can be
replicated, but a competitive team cannot be copied. Through the reengineering and optimization
of the core business process continuously, standardized management gradually rising, casting a
core competitiveness of the team, which is the hard truth enterprises evergreen.With the rapid
development of information technology and economic globalization, the increasingly fierce
market competition, customer demand for the company will continue to increase. The company
needs to constantly improve the efficiency of their own, continue to reduce costs, increase their
core competitiveness, make oneself have been at a competitive advantage. This is that all
company faces the problem of improving and innovation.
A Electric Company, while also continue to use some new information technology, like ERP
and OA, but the company's existing process is still difficult to meet the needs of development,
not value.added processes continue to increase, hinder the efficiency, even to the company with
the loss, the export business process is one of them. In order to better serve the company strategy
target, increase customer value, improve work efficiency, reduce operating costs, the need for
optimization of its restructuring.
This paper first describes the research background and significance, and carry on a simple
introduction to the domestic and foreign research status of process improving and reengineering,
and describes the main research methods and ideas; Secondly, it introduces some key process
optimization and reengineering theory, and then into the theme, to describe the current status of
Export Business Process of A Electric Company, to diagnosis and analysis of the existing
problems according to the optimization and reengineering of process flow steps, to find out the
reasons, and optimize its restructuring by optimization and reengineering method; Fianlly,
whether it is achieving the goal by evaluating the result of optimization and reengineering . And
then into the core paper, firstly, key export process of A electrical company are choiced out by
importance & performance analysis, to find root cause the problem in the process of
restructuring by the questionnaire and 5WHY analysis; secondly,to improve the key process by
8D-ECRS process optimization method and swimlane flowcharts optimization tools, finally, to
evaluate the improved process by KSF method, ensure the effective implementation of the
improving or reengineering process, achieve the goal of optimization.
The results show that: the export business process optimization and reengineering
successfully, not only can improve customer satisfaction and export delivery rate, but also
shorten the lead time of order, reduce the cost, enhance the company's export business
management level, to gradually build a competitive export team; Meanwhile it provides some
reference for the overall process optimization and reengineering of the company.
KEY WORDS：Process Process Managemen（tBPM）Business Process reengineering（BPR）
Business Process Improvement(BPI) Optimization Of Export Business Process
Swimlane Flowcharts