业务流程再造的职位-活动-人员规划模型

本文把培训教育时间成本最小化作为目标函数,给出一种将BPR原则与线性规划模型结合起来,从流程的职位、活动设计和人员调配上对业务流程结构进行整体系统性改变的流程规划的方法,并给出应用举例。     

基于工作流的装备经费业务流程管理研究

为提高装备经费的管理效率和使用效益,提出将工作流技术应用到装备经费业务流程管理中。通过活动网络的建模方法对装备经费业务流程建模,使流程在工作流管理系统上运行,实现业务的自动流转。最后构建了基于工作流的装备经费管理系统集成框架,实现流程在各业务系统之间执行所需的信息交互。     

基于DMAIC理论的建筑施工企业流程优化方法研究

DMAIC理论通过定义(Define)、测量(Measure)、分析(Analyze)、改进(Improve)、控制(Control)五个阶段实现对业务流程质量的改进与优化.本文以建筑施工企业流程优化为研究对象,利用DMAIC理论对建筑施工企业进行流程改进与优化,重点分析业务流程中出现的冗余现象,消除过程缺陷和无增值活动.同时,论文也通过案例展示说明了DMAIC理论的应用方式,有助于建筑施工企业减少不必要的工作环节,缩短业务流程审批时间,提高工作效率,亦有助于推动施工企业的信息化建设.     

并行ETL流程的回环检测和执行控制

ETL工具必须能够并行执行ETL流程才能提高服务器的性能,据此,提出了用有向图解决数据集成中并行ETL流程的运行顺序问题,并根据ETL流程的特点提出用邻接表来存储一个有向图的信息.在流程的执行顺序上,采用基于有向图邻接表的深度优先遍历,并给出了具体算法流程:提出用有向图的回路检测解决流程的回环检测问题,并根据ETL工作中流程数少的特点改进了检测算法,降低了算法的实现复杂性,并给出了算法流程.     

基于流程挖掘的流程建模方法研究

针对流程分析人员在描述企业现有流程中遇到的流程建模语言复杂、绘制的流程图主观性强、需要长时间地深入了解企业运作现状等问题,提出基于流程挖掘技术的流程建模方法.从理论上论证该方法解决上述问题的可行性;并给出流程自动建模系统的部分原型界面,为进一步的系统开发提供依据.     

基于过程代数的业务流程重组方法

本文提出基于过程代数的人机交互式的业务流程重组方法.首先,提出描述业务流程的过程代数接着,分析过程代数式,提出流程的评价指标;然后,分析过程代数式,提出流程重组的方法;最后,以一个实例进行分析.     

基于流程图及过程代数的流程表达方法

提出一种新的用于BPR 的业务流程表达方法. 首先用基于活动属性的流程图来描述业 务流程; 再利用图论的矩阵分析方法描述流程图; 然后结合过程代数的方法, 由流程图的矩阵 推导出一个能全面反映流程情况的代数表达式——过程代数式; 最后通过对过程代数式的分 析, 提出流程的评价指标.     

构建流程银行的原则

所谓流程银行,是针对传统的部门银行提出的,它是以客户为导向,依托现代信息技术,对银行管理模式和业务流程重新设计,从而使银行整体效益获得显著性改进的一种全新的银行模式。流程银行与传统银行的主要区别在于：第一,导向不同。流程银行以客户为中心,追求客户价值最大化。     

基于角色的柔性流程建模

在分析基于活动的流程模型基础上,讨论了基于角色的流程建模方法.首先基于资源依赖的业务目标分解预制角色类,以简化角色的确定过程.在此基础上,提出了层次化的流程建模框架,此框架将流程建模分解为分析、服务分解、装配和部署等步骤,通过角色的选择、配置和组合实现一定的流程建模柔性.     

基于委托-代理理论的业务流程再造的激励约束机制研究

员工是影响业务流程再造成败的重要因素.为了充分分析流程再造中人的因素,将委托-代理理论引入流程再造中,运用该理论对流程再造中所存在的委托人和代理人以及他们之间的相互关系进行分析.首先,分析了委托-代理理论与流程再造之间的相互关系,验证了将委托-代理理论运用在流程再造中的可能性;然后,在委托-代理理论分析框架下,具体分析流程再造中所存在的委托代理关系,并建立2个阶段的基于委托代理理论的流程再造模型;最后,对所建立的模型进行改进、求解,并给出相关的解释.     

Aligning operations,marketing, and competitive strategies to enhance performance: An empirical test in the retail banking industry

The close linkage between competitive strategy and functional strategic activities is asserted to be a precondition to the achievement of optimal business performance. This study explores how the relationship between (and among) operations, marketing, and competitive strategies affects organizational performance in the banking industry. Our findings show that: (a) competitive strategy moderates the relationship between operations and marketing strategic activities, and organizational performance, (b) certain integrated strategic decisions of operations and marketing functions have a significant impact on organizational performance, and (c) the performance of retail banks within a strategic group differs depending on the quality of the strategic fit.     

A survey on bank branch efficiency and performance research with data envelopment analysis

The banking industry has been the object of DEA analyses by a significant number of researchers and probably is the most heavily studied of all business sectors. Various DEA models have been applied in performance assessing problems, and the banks' complex production processes have further motivated the extension and improvement of DEA techniques. This paper surveys 80 published DEA applications in 24 countries/areas that specifically focus on bank branches. Key issues related to the design of DEA models in these studies are discussed. Much advice is included on how to design future experiments and studies in this domain. A number of areas where further research could be fruitful are suggested.     

证券业的新变革——网络券商的兴起

国际网络的快速发展，改变着人类的生活方式，亦改变着企业的经营模式。善用此一高新技术以增强竞争力，是现代企业经营必须强化的课题。对证券业这种知识型的产业而言，客户重视服务、效率、准确、安全，并能以更节约方式达到理财的目的，网络上的投资理财更是证券业者必须提供的服务。尤其加入世界贸易组织的进程不远，证券业者必须思考面对国外传统大型投资银行的竞争，把握网际网络这一新科技的特性，在这虚拟的新战场树立中国投资银行经营之典范。     

基于专利地图理论的中国银行业商业方法专利研究

将专利地图和专利分析相结合,探讨了商业方法专利在中国银行业发展的背景,并对中国银行业商业方法专利进行了详尽的检索。然后,从专利管理图视角对中国银行业专利发展现状、内外资银行商业方法专利发展、商业方法专利申请人数变化以及商业方法专利在内外资银行间的分布状况进行了深入的研究。从专利技术图视角对中国银行业商业方法专利的发展领域、IPC分类以及商业方法专利的授权情况进行了深入的分析。最后,归纳出中国银行业商业方法专利的发展现状。     

Realizing Benefits from Enterprise Resource Planning: Does Strategic Focus Matter?

A key driver of the recent wave of enterprise resource planning (ERP) implementations was the assumption that the integration of business information would provide firms with a competitive advantage, yet concrete business benefits have been uneven across adopting firms. A possible explanation is that although the resource‐based view holds that competitive advantage is derived from inimitable resources, ERP software has become a commodity. Socio‐technical theory suggests that internal organizational resources based on a foundation of ERP technology may be the true drivers of ERP benefits. A firm's strategic configuration is posited to influence the portfolio of organizational competencies available to leverage the benefits of integrated business information, and a number of hypotheses are developed based on the notion that firms with different strategic objectives will realize different operational benefits from the adoption of ERP systems. Survey data from North American manufacturing firms that have implemented ERP systems demonstrate that ERP adopters seeking operational performance improvements are likely to realize these benefits. On the other hand, those seeking external market and supply chain performance improvements must first establish a foundation of internal operational performance improvements before customer satisfaction and supply chain benefits can be realized.     

Operational Best Practices in Business Ethics: A Practical and Systematic Benchmarking Tool

This article describes a benchmarking tool managers can use to determine operational policies and processes that could enhance an organization's social and ethical performance. The benchmarking tool consists of a 13‐dimension, 110‐item survey based on an Optimal Ethics Systems Model. These best practices in business ethics are derived from an analysis and assessment of seven institutional infrastructures and accountability standards developed to help managers improve organizational social and ethical performance.     

Performance Impacts of Strategy,Information Technology Applications,and Business Process Outsourcing in U.S. Manufacturing Plants

This paper develops a conceptual model to study the role of outsourcing strategies and plant‐level information technology (IT) application infrastructure in the outsourcing of production and support business processes, as well as their subsequent impact on overall plant performance. We validate this model empirically using cross‐sectional survey data from U.S. manufacturing plants. We find that some IT applications are more effective at enabling the outsourcing of business processes than others. For example, the implementation of enterprise management systems is associated with the outsourcing of both production and support processes, whereas operations management systems are not associated with the outsourcing of plant processes. Plants with a low‐cost outsourcing strategy are more likely to outsource support processes than plants with a competency‐focused outsourcing strategy. However, both cost‐ and competency‐based strategies have a positive and similar impact on the outsourcing of production processes. In terms of implications for plant performance, our findings indicate that the outsourcing of production and support processes is associated with higher gross margins. Although plant IT infrastructure is positively associated with favorable on‐time delivery rates, there is no positive association between the incidence of plant outsourcing and on‐time delivery rates. These results have implications for crafting plant‐level outsourcing strategies and for investments in IT systems to facilitate the outsourcing of business processes for enhanced plant performance.     

Customer Learning Processes,Strategy Selection,and Performance in Business‐to‐Business Service Firms*

Learning about customers takes place through relevant dialogues with those customers, also known as customer relationship management (CRM). As relationships develop, information about the customer is gathered in the firm's customer information systems (CIS): the content, processes, and assets associated with gathering and moving customer information throughout the firm. This research develops a measure of CIS management capabilities based on learning organization theory and measured by the ability to get, store, move, and use information throughout the business unit. This measure is then used to analyze customer learning processes and associated performance in the context of marketing strategic decision making. This study of 209 business services firms finds that generic marketing strategy positioning (low‐cost and differentiation) and the marketing tactics of personalization and customization are related to CIS development. Customer information systems development in turn is associated with higher levels of customer‐based performance, which in turn is associated with increased business growth. Since the strongest association with customer‐based performance is strategy selection, the long‐term benefits of the knowledge gained from the CIS may be in the ability to assist in measuring customer‐based performance, rather than in the ability to immediately contribute to performance. Finally, for these firms, customization and personalization are not directly associated with performance and thus may not be necessary to support every firm's marketing strategy.     

Performance measurement with classification information: an enhanced additive DEA model

This paper presents an improved measurement tool for evaluating performance of branches within a major Canadian bank. While there have been numerous previous studies of performance in the banking industry, particularly at the branch level, this study is different in a very significant way: specifically two kinds of data are used to develop the model. The first type of data is that related to standard transactions, available from any bank; such have formed the basis of numerous previous studies. The second type of data, obtained from the site studied, is classification information, based on branch consultant/expert judgment as to good and poor performance of branches. The purpose herein is to present a modified version of an existing benchmarking model, data envelopment analysis (DEA), and to show how this tool is applied in the banking industry. The mechanism used herein to incorporate expert knowledge within the DEA framework is to first apply a discriminant or classification tool, to quantify the functional relation that best captures the expert's mental model for performance. The outcome of this first phase is an orientation of variables to aid in the definition of inputs and outputs. The resulting orientation then defines the DEA model that makes up the second phase of the model.     

Sound branch cash management for less: A low-cost forecasting algorithm under uncertain demand

This paper deals with cash management for bank branches, under the assumption that branches have a role to play in the improvement of global bank institution performance. In the current scenario of unprecedented pressure amongst banks to keep costs under control, our contribution is the design of a sound and low-cost algorithm to optimize branch cash holdings using software implementation in SageMath. It is accompanied by data processing based on 60,000 real banking records. This is the first academic paper to run such an extensive database at branch level.We find that our algorithm by and large performs well when forecasting the cash amounts that the branch might require from the central hub to satisfy all branch necessities, avoiding the generation of either surplus or shortage of cash. It is also extremely easy to implement in daily branching practice, leading to an overall reduction in operating costs. In addition, our algorithm may be easily adjusted as required and be tailor-made to the special requirements of each banking institution.