文本描述
Research on Business Process
Reengineering of C Telecommunications
Branch
by Ma Jing
Supervisor: Wang Cheng Professor
Pluralistic Supervisor: Wang Hui Senior Engineer
A Thesis Submitted to the Northeast Petroleum University
In partial fulfillment of the requirement
For the Professional Master of Business Administration
Full-time
May, 2018
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东北石油大学MBA学位论文
II
C电信分公司业务流程再造研究
摘要
企业持续发展、不断改进，提升自身的经营效益与工作效率，离不开业务流程再造
这一基本手段，所以，近些年企业在运营管理方面更侧重于流程再造。随着我国联通、
移动以及电信之间的同质化竞争日渐激烈，企业信息化进程的推进已成为电信企业提升
自身核心竞争力的重要战略措施。然而如果单单是将大量资金投入到信息化之中，而忽
视客户关系管理、经营分析等狭义信息化系统流程的完善以及优化、再造工作，高效的
企业运行维护模式便无法实现。目前C电信分公司内部流程已经制约其自身发展，本文
针对C电信分公司业务流程进行分析，提出业务流程再造的方法
本文通过研究国内外关于业务流程再造的相关书籍、期刊，学习了解掌握了关于业
务流程再造的相关理论和研究方法，分析了C电信分公司的发展现状，并对C电信分
公司目前的业务流程进行研究，发现该公司目前面临着一系列的问题，比如现有的管理
部门没有围绕市场进行管理，缺少替市场服务的理念，客户服务满意度低，生产部门与
市场竞争、市场拓展没有做好协调工作，在处理业务的时候耗时长，过程复杂，在实际
工作中导致产生了流程增值效率低，信息反复传递增加无效工作，业务咨询时间过多，
信息传递环节错误率高，流程过长等问题。为解决目前C电信分公司业务流程存在问题，
以运营业务流程的三个子流程为出发点，分析得出各个子流程的关键成功因素，使用优
先矩阵法，确定业务流程中的关键路径，对C电信分公司业务受理子流程、业务实现子
流程以及计费营收子流程进行再造设计，通过流程缩减和信息化手段的应用减少非增值
作业部分，缩减业务流程，节省客户等待时间，降低错误率。最后，以增值效率为评价
指标对再造流程进行预期评价，最终得出结论：通过此次的业务流程再造设计，C电信
分公司其处理业务所需时间在一定程度上有所缩减，信息传递可靠性得到提升，流程增
值业务所占比率大幅度上升，提高了管理水平，部分解决或弱化了C公司目前存在的问
题，整体的服务质量很明显的提升了一个档次
关键词: 电信企业；业务流程；流程再造
东北石油大学MBA学位论文
III
Research on Business Process Reengineering of C
Telecommunications Branch
ABSTRACT
Enterprises sustainable develop and continuously improve and enhance their own
business efficiency and operating efficiency, can not do without the basic means of business
process reengineering, so in recent years, operations management companies in the more
emphasis on process reengineering. With the increasingly fierce competition in
homogenization between China Unicom, China Mobile and China Telecom, the advancement
of the enterprise information process has become an important strategic measure for
enhancing its core competitiveness. However, if only a large amount of money into the
information technology, but ignore the customer relationship management, business analysis
and other related information system optimization and optimization of recycling, efficient
operation and maintenance model will not be able to build.
In this paper, the relevant books and periodicals about BPR at home and abroad are
studied, the related theories and research methods about business process reengineering are
mastered, the development status of C Telecom Branch is analyzed, and the current business
process of C Telecom Branch is studied, and it is found that the company is facing a series of
current. For example, the existing management department does not manage the market, lacks
the concept of market service, the customer service satisfaction is low, the production
department is not well coordinated with the market competition and market expansion. It
takes a long time and the process is complex when dealing with the business. Low rate,
repeated transmission of information increase invalid work, business consultation time is too
much, information transmission link error rate is high, process is too long and so on. In order
to solve the problems existing in the business process of C Telecom Branch, the three sub
processes of operating business process are set out as the starting point, and the key success
factors of each sub process are analyzed. The key path in the business process is determined
by using the priority matrix method, and the business process of C Telecom Branch, the sub
process of business realization and the plan are taken into account. The reengineering of the
revenue sub process is designed to reduce the non value-added operation part, reduce the
business process, save the waiting time of the customer and reduce the error rate by the
application of the process reduction and the application of information means. Finally, the
reengineering process is evaluated with the value added efficiency as the evaluation index.。
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