随着我国电力制度的变革、发电计划的制定以及国家有关政策的扶持，越 来越多的企业进入电力行业。机遇与挑战并存的背景下要求风电企业必须重视 可持续竞争优势，树立以客户满意度为导向的经营管理模式，持续改进业务流 程，提高运营质量和水平。SQ有限公司作为风电企业，其原有的ERP业务流 程系统已经无法应对瞬息万变的市场环境，影响了企业的持续发展。因此需要 重新设计优化相关业务流程，以期帮助企业获得可持续竞争优势。 本文以SQ有限公司作为研究对象，基于业务流程优化理论，通过问卷调 查及调取企业ERP系统模块数据等方法对公司现有流程现状进行了分析，发现 公司现有业务流程存在运营效率不佳、部门间沟通效率低下、服务质量存在差 异以及信息传递质量不高等问题，并结合ESIA法分析问题产生的原因。其次， 在发现问题和分析问题成因的基础上确定流程优化目标，根据业务流程优化的 原则，结合六西格玛理论构建逻辑模型和数学模型，对公司十大业务流程进行 改进度分析，确定具体流程在该公司服务业务流程上的重要程度。并以售后服 务业务流程为例，运用ESIA方法对其进行具体的优化方案设计，为保证业务 流程优化方案的顺利实施，建立了保障体系并制定管理计划。最后，针对优化 后的业务流程实施情况，采集相关数据进行分析，发现SQ公司在业务流程周 期、业务流程功能、服务质量和自动化水平上均有较大的改善。 本文通过对SQ公司的业务流程进行优化，寻求适合公司业务流程的改善 方法，帮助公司的业务流程能够应对不断变化的市场环境，在提升企业竞争力 的同时，也为我国风电制造企业的运营业务流程优化提供了一定的借鉴意义。 关键词：风电企业；业务流程优化；ESIA分析法 浙江理工大学硕士专业学位论文 III Abstract With the reform of China's power system, the formulation of power generation plan and the support of relevant national policies, more and more enterprises enter the power industry. Under the background of opportunities and challenges, wind power enterprises must pay attention to sustainable competitive advantage, establish a customer satisfaction oriented management mode, continuously improve business processes, and improve operation quality and level. SQ Co., Ltd. as a wind power enterprise, its original ERP business process system has been unable to cope with the ever-changing market environment, affecting the sustainable development of the enterprise. Therefore, it is necessary to redesign and optimize the relevant business processes in order to help enterprises obtain sustainable competitive advantage. This paper takes SQ Co., Ltd. as the research object, based on the theory of business process optimization, analyzes the current situation of the company's existing business process through questionnaire survey and access to enterprise ERP system module data, and finds that the company's existing business process has some problems, such as poor operation efficiency, low communication efficiency between departments, differences in service quality and low quality of information transmission ESIA method is used to analyze the causes of the problems. Secondly, on the basis of finding and analyzing the causes of the problems, the process optimization objectives are determined. According to the principle of business process optimization, the logic model and mathematical model are constructed by combining with six sigma theory. The progress of the ten business processes of the company is analyzed to determine the importance of the specific process in the service business process of the company. Taking the after-sales service business process as an example, this paper uses the method of ESIA to design the specific optimization scheme. In order to ensure the smooth implementation of the business process optimization scheme, it establishes the guarantee system and makes the management plan. Finally, according to the implementation of the optimized 浙江理工大学硕士专业学位论文 IV business process, the relevant data are collected and analyzed. It is found that SQ Co., Ltd. has greatly improved in business process cycle, business process function, service quality and automation level. By optimizing the business process of SQ Co., Ltd., this paper seeks the improvement methods suitable for the company's business process, and helps the company's business process to cope with the changing market environment. While improving the competitiveness of enterprises, it also provides some reference for the operation business process optimization of wind power manufacturing enterprises in China. Key Words: Wind power enterprises; Business process optimization; ESIA analysis 浙江理工大学硕士专业学位论文 V 目 录 摘要............................................................................................................................. II Abstract ...................................................................................................................... III 目 录............................................................................................................................. V 1 绪 论.......................................................................................................................... 1 1.1 研究背景 ............................................................................................................. 1 1.2 研究意义 ............................................................................................................. 2 1.3 国内外研究现状 ................................................................................................. 2 1.4 研究内容与方法 ................................................................................................. 6 1.4.1 研究内容 .................................................................................................. 6 1.4.2 研究方法 .................................................................................................. 8 2 理论基础 ................................................................................................................... 9 2.1 流程优化的理论基础 ......................................................................................... 9 2.1.1 业务流程优化理论 .................................................................................. 9 2.1.2 六西格玛理论 ........................................................................................ 10 2.1.3 价值链理论 ............................................................................................ 11 2.2 流程优化的实施步骤与评价方法 ................................................................... 12 2.2.1 流程优化的实施步骤 ............................................................................ 12 2.2.2 流程优化的评价方法 ............................................................................ 13 3 SQ公司业务流程现状与问题分析 ........................................................................ 15 3.1 SQ公司介绍 ..................................................................................................... 15 3.2 SQ公司业务流程现状分析 ............................................................................. 16 3.3 SQ公司业务流程问题调研 ............................................................................. 19 3.4 SQ公司业务流程问题诊断 ............................................................................. 22 3.5 SQ公司业务流程问题成因分析 ..................................................................... 26 3.5.1 非增值环节存在 ...................................................................................... 26 3.5.2 组织结构不合理 ...................................................................................... 27 3.5.3 区域资源无整合 ...................................................................................... 27 3.5.4 自动化功能较弱 ...................................................................................... 28 4 SQ公司业务流程优化方案设计与实施 ................................................................ 29 4.1 SQ公司业务流程优化方案设计目的 ............................................................. 29 4.2 SQ公司业务流程优化方案设计原则与思路 ................................................. 29 4.3 SQ公司业务流程优化方案设计模型 ................................................