留學生essay代寫范例-流程基準與流程再造。本文是一篇由本站代寫服務提供的essay代寫參考，主要內容是講述流程基準測試和流程再造都是開發需求和設定目標的常用方法。兩種方法都是為了改善組織的運營而制定的。基準測試包括對公司運營所在行業的其他組織所遵循的最佳實踐進行深入研究，它有助于將組織的活動分解為流程運營，并將其修改為特定運營的最佳實踐。下面就一起來看一下這篇留學生essay代寫范例。

Introduction 介紹

Both process benchmarking and process reengineering are the popular methods for developing requirements and setting goals. Both these methods were developed to bring about changes for the improvements in operations of the organisations. Benchmarking involves comparison of one firm’s processes with that of other firm while reengineering is concerned with redesign of operational processes, Feldmann Clarence.G, (1998). Benchmarking involves thorough research into the best practices followed by other organisations in the industry where the company operates and it helps in breaking down the organisations’ activities down to process operations and modifies them to the best-in-class for a particular operation.

流程基準測試和流程再造都是開發需求和設定目標的常用方法。這兩種方法都是為了改善組織的運營而制定的。Feldmann Clarence說，基準測試涉及將一家公司的流程與另一家公司進行比較，而再造則涉及重新設計運營流程。G、 （1998年）。基準測試包括對公司運營所在行業的其他組織所遵循的最佳實踐進行深入研究，它有助于將組織的活動分解為流程運營，并將其修改為特定運營的最佳實踐。

For those who are not expert these process benchmarking and process reengineering are completely different things but for experts they have something in common. Even benchmarking is used in one of the steps of process reengineering.

對于那些不是專家的人來說，這些流程基準測試和流程再造是完全不同的事情，但對于專家來說，它們有一些共同點。甚至在流程再造的一個步驟中也使用了基準測試。

Process reengineering Benchmarking is a popular method for developing requirements and setting goals. In general, Benchmarking can be considered as measuring one firm’s performance against that of firms which are leaders in their respective industries, it helps in knowing how the industry leader firms achieve excellence in their processes, and then using that information as a reference for processes in one’s own company’s mission, long term and short term strategies, and implementation. Benchmarking involves thorough research into the best practices followed by the organisations in the industry where the fir operates. It helps in breaking down the organisation’s activities down to process operations and modifies them to the best-in-class for a particular operation.

流程再造基準是開發需求和設定目標的一種流行方法。一般來說，基準可以被視為衡量一家公司與各自行業領導者的業績，它有助于了解行業領導者公司如何在其流程中實現卓越，然后將這些信息作為自己公司使命中流程的參考，長期和短期戰略以及實施。基準測試包括對fir運營所在行業的組織所遵循的最佳實踐進行深入研究。它有助于將組織的活動分解為流程操作，并針對特定操作將其修改為同類最佳。

Business process reengineering is mostly used by the firms which are on the brink of disaster, mainly to cut costs and to move back onto the track of profitability.

業務流程再造主要用于處于災難邊緣的公司，主要用于削減成本和重回盈利軌道。

Reengineering and Benchmarking projects are like any other major project. They need to have applied flexibly and should accommodate new technologies and methods to obtain necessary information. Reengineering and Benchmarking are based on iterations, it is almost impossible to apply these processes in one shot.

再造和基準項目與其他任何重大項目一樣。它們需要靈活應用，并應適應獲取必要信息的新技術和方法。重新工程和基準測試是基于迭代的，幾乎不可能一次性應用這些過程。

The driving force behind all the changes which are taking place in the all the firm of the world are two Cs: customers, competition. The demands of the customers are changing day by day and this change in demand of customers pose new sets of challenges to the firms every now and then and hence firms have to change or modify their offering to customers accordingly. Firms who are able to do it in less time and less cost turn out to be the industry leaders.

世界上所有公司正在發生的所有變化背后的驅動力是兩個C：客戶和競爭。客戶的需求每天都在變化，客戶需求的這種變化不時給公司帶來新的挑戰，因此公司必須相應地改變或修改其向客戶提供的產品。那些能夠在更短的時間和更低的成本內做到這一點的公司最終成為行業領導者。

Firms set their mission and vision statements on the basis of their short term and long term strategy and to attain those goals firms need to adjust themselves with the constantly changing environment. We have seen dominance of Japanese firms in automobile and electronic components, the reason for this dominance of Japanese firms over other firms round the world is their techniques. They change things fast and their people accept the changes fast.

企業根據其短期和長期戰略制定其使命和愿景，為了實現這些目標，企業需要適應不斷變化的環境。我們已經看到日本公司在汽車和電子零部件領域占據主導地位，日本公司相對于世界其他公司占據主導地位的原因是他們的技術。他們改變事物的速度很快，他們的員工也很快接受了這些變化。

Some people consider these techniques are useless but there are companies who have successfully implemented these techniques and have shown to the world that these techniques are valid and are implementable.

有些人認為這些技術是無用的，但也有一些公司成功地實現了這些技術，并向世界證明了這些技術是有效的和可實施的。

History 歷史

The concept of reengineering started in nineteen nineties when the Massachusetts Institute of Technology (MIT) conducted research entitled “Management in 1990”. The sole purpose of that research was to know the role played by information technology organisations during that time. Since that time a lot of research has been done on reengineering and different authors have different views on reengineering because of which it has raised a lot of controversy and disagreement among authors. There are some like Druker who believed that inputs from new and innovative concepts should be used to optimise the productivity of all the operations while there are some who believed that reengineering is a misconception and will soon disappear.

再造的概念始于20世紀90年代，當時麻省理工學院（MIT）進行了題為“1990年的管理”的研究。這項研究的唯一目的是了解信息技術組織在那段時間里所扮演的角色。從那時起，人們對再造進行了大量的研究，不同的作者對再造有不同的看法，這引起了許多作者的爭議和分歧。有一些人，比如Druker，認為應該使用新的創新概念來優化所有運營的生產力，而也有一些人認為再造是一種誤解，很快就會消失。

In the 1880’s Frederick Taylor suggested that process reengineering is used by managers to discover the best process (way) to perform the work thereby increasing the productivity of whole operation. In the early 1900’s Henri Fayol originated the concept of reengineering and explained it as a concept to derive optimum advantage from all the available resources by finding the best process to perform the work.

19世紀80年代，弗雷德里克·泰勒提出，管理者使用流程再造來發現執行工作的最佳流程，從而提高整個運營的生產力。19世紀初，Henri Fayol提出了再造的概念，并將其解釋為通過找到執行工作的最佳流程，從所有可用資源中獲得最佳優勢的概念。

During the time of Taylor and Fayol, technology was a bit of constraint and it was really difficult for the large companies to design the process in cross-functional or cross-departmental manner.

在Taylor和Fayol時代，技術有點受限，大公司很難以跨職能或跨部門的方式設計流程。

The word benchmarking has been derived from the set of activities used by cobblers to mark the size of the foot of their customers. For measuring the size of the foot they used to ask the customer to put their foot on the “bench” so that they can “mark” the foot using a pen. In Benchmarking processes of one company are compared with the processes of the industry leader to see the practices and the ways in which these industry leaders operate and to modify their own processes.

“基準測試”一詞源于皮匠用來標記客戶腳的大小的一系列活動。為了測量腳的尺寸，他們過去常常要求客戶把腳放在“長凳”上，這樣他們就可以用筆“標記”腳。在基準測試中，將一家公司的流程與行業領導者的流程進行比較，以了解這些行業領導者的實踐和運作方式，并修改他們自己的流程。

Although the technology has made a huge success in our era but the concepts given by experts like Taylor and Fayol still holds and are used by all the big organisations for optimising the productivity of operations.

盡管這項技術在我們的時代取得了巨大成功，但Taylor和Fayol等專家提出的概念仍然適用，并被所有大型組織用于優化運營生產力。

Definitions 定義

Both Benchmarking and Reengineering are widely popular and are practised around the world. For people who are not expert, these two terms sounds different but actually the two techniques have much in common, and reengineering can greatly benefit from integration with benchmarking.

基準測試和再造都廣受歡迎，并在世界各地進行實踐。對于不是專家的人來說，這兩個術語聽起來不同，但實際上這兩種技術有很多共同點，重新設計可以從與基準測試的集成中受益匪淺。

Different authors define reengineering and benchmarking differently because of the different views on the process and organisational change and competition. They included their idea of process change in their definitions and included terms like rethinking, restructuring and streamlining of processes to obtain maximum productivity by reducing the time for processes, costs thereby increasing the quality and customer satisfaction.

不同的作者對再造和基準的定義不同，因為他們對流程、組織變革和競爭的看法不同。他們在定義中包括了流程變革的概念，并包括了重新思考、重組和精簡流程等術語，以通過減少流程時間和成本來獲得最大生產力，從而提高質量和客戶滿意度。

Benchmarking is the process of comparing business processes of one company to the best business processes of the industry leader. Benchmarking generally includes comparing processes on time, costs and quality to do things better, faster and cheaper.

基準是將一家公司的業務流程與行業領導者的最佳業務流程進行比較的過程。基準測試通常包括比較流程的時間、成本和質量，以使事情做得更好、更快、更便宜。

The most popular of these definitions of reengineering is” the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality, service, and speed

這些再造定義中最受歡迎的是“對業務流程進行根本性的重新思考和徹底的重新設計，以在成本、質量、服務和速度等關鍵的現代績效指標上實現顯著改進

Both the processes i.e. benchmarking and reengineering have a lot in common. The benefits of using these methodologies come mainly in two areas:

基準測試和再造這兩個過程有很多共同點。使用這些方法的好處主要體現在兩個方面：

1. Selecting processes which needs to be reengineered is done by benchmarking studies rather than by arbitrarily looking for domain experts.

1.選擇需要重新設計的流程是通過基準研究而不是任意尋找領域專家來完成的。

2. Reengineering is always done in such a fashion so that the overall process should be customer centred. Inputs from internal and external factors are taken for this. Benchmarking can enhance this process by bringing in the experiences of the leading firms.

2.重組總是以這樣一種方式進行的，因此整個過程應該以客戶為中心。為此考慮了內部和外部因素的輸入。基準可以通過引入領先公司的經驗來加強這一過程。

This definition of reengineering includes four essential points which can be summarised as follows:

再造的定義包括四個要點，概括如下：

Fundamental Rethinking 基本反思

While doing reengineering, business officials must ask them the basic questions about their business like “what is their business”? “What are their do they want to do in their business”? And “what they want to change?”

在進行再造的同時，商業官員必須問他們關于業務的基本問題，比如“他們的業務是什么”？“他們想在業務中做什么？”？以及“他們想改變什么？”

Asking these questions bring clarity about the business operations and forces the people to look at the tactic rules which their organisation follow for doing business.

提出這些問題可以使企業運營更加清晰，并迫使人們審視其組織開展業務所遵循的策略規則。

Reengineering works in two steps. First, it determines what the company must do for the improvement and second, how they have to do it. Reengineering accepts nothing as it is, it ignores what is it like and concentrates on what it should be like.

再造分為兩個步驟。首先，它決定了公司必須為改進做什么，其次，他們必須如何做。再造什么都不接受，它忽略了它是什么樣子，而是專注于它應該是什么樣子。

Radical Redesign 激進的重新設計

Radical redesign means to get into the details of the things and not to make superficial arrangements for the things which are already in the place but to get into the roots of the things and looking for new innovative and efficient ways to do the same thing more productively.

徹底的重新設計意味著深入事物的細節，而不是對已經存在的事物進行膚淺的安排，而是深入事物的根源，尋找新的創新和有效的方法來更有效地做同樣的事情。

Dramatic improvements 顯著改進

It is often said that business reengineering is about the business reinvention and not about business enhancement, business improvement or business modification.

人們常說，業務再造是關于業務的重塑，而不是關于業務增強、業務改進或業務修改。

Hence, Reengineering is not about making small improvements but about making big, efficient and noticeable changes to achieve quantum leaps in the performance.

因此，再造不是進行小的改進，而是進行大的、有效的和顯著的改變，以實現性能的巨大飛躍。

Marginal improvements are required for the fine tuning of the operations but reengineering should only be bought in when there is need for big changes for the dramatic improvements Reengineering should be bought in only when there is a need for drastic improvements which includes changing the old things with the new things.

運營的微調需要邊際改進，但只有在需要大幅改進的情況下才能進行再造。只有在需要大刀闊斧的改進（包括用新事物改變舊事物）的情況下，才應該進行再造。

Processes 過程

This word “process” is central to reengineering and it gives hard time to most of the managers of the organisations because most of the managers are job oriented rather than a process oriented. Job oriented managers focus mainly on the job (task) at hand rather than the process involved for the job. Business processes are the collection of activities which takes in inputs of different kinds and creates the output which is of value for the client or the customer of the organisation. Reengineering not only focuses on the different departments of the organisation but also the organisation in a whole because of which reengineering see the full picture of the work moving from one department of the organisation to the another with keeping an eye on the operational hindrances on the way.

“流程”一詞是再造的核心，它給組織的大多數管理者帶來了困難，因為大多數管理者都是以工作為導向，而不是以流程為導向。以工作為導向的管理者主要關注手頭的工作（任務），而不是工作所涉及的過程。業務流程是一系列活動的集合，這些活動接受不同類型的輸入，并創建對組織的客戶或客戶有價值的輸出。再造不僅關注組織的不同部門，也關注整個組織，因為再造可以看到工作從組織的一個部門轉移到另一個部門的全貌，同時關注途中的運營障礙。

Steps involved in Process Benchmarking

流程基準制定中涉及的步驟

Process benchmarking methodology mainly includes the following steps,

過程基準測試方法主要包括以下步驟，

Identifying problem areas

識別問題領域

Process benchmarking requires inputs in the form of information for comparison. The type of information required by benchmarking process depends on the process which needs to be compared. A range of research techniques are used for the processing of the information, so that comparison can be made quickly and effectively. It includes getting information on all the necessary sources. Customers are vital for any business and are the best source of information for the firm and hence their inputs should be included and processes should be designed in ways which include their suggestions and processes should take care of their issues related to the processes. Exploratory researches based on one to one interviews and group interview can sometimes prove to be very useful during this exercise.

過程基準測試需要以信息的形式進行輸入，以便進行比較。基準測試過程所需的信息類型取決于需要比較的過程。一系列的研究技術被用于信息的處理，以便能夠快速有效地進行比較。它包括獲取所有必要來源的信息。客戶對任何業務都至關重要，是公司的最佳信息來源，因此應包括他們的輸入，流程的設計應包括他們提出的建議，流程應處理與流程相關的問題。在這項工作中，基于一對一訪談和小組訪談的探索性研究有時會非常有用。

2. Identifying industries with similar processes

2.識別流程相似的行業

In this step we look for industries which have similar processes. Sometimes different industries use some similar processes, in that case one can chose companies from other companies to compare particular processes. Say for example boiler is used in cement industry as well as sugar industries. Hence, a sugar company may compare its boiler processed steam operation with that of cement industries’ boiler processed steam.

在這一步中，我們尋找具有類似流程的行業。有時，不同的行業使用一些類似的流程，在這種情況下，可以從其他公司中選擇公司來比較特定的流程。比如說鍋爐用于水泥工業和制糖工業。因此，制糖公司可以將其鍋爐處理蒸汽的操作與水泥行業的鍋爐處理蒸汽進行比較。

3. Identifying industry leaders in these areas

3.確定這些領域的行業領導者

In this step we look for firms with whom one has to compare its processes. Normally industry leaders are chosen for the comparison and it’s because of their superior processes which play vital role in the overall performance of any firm. For this one has to do through research, customers of the company, its staff and internet can be used to get this information.

在這一步中，我們尋找那些必須與之進行流程比較的公司。通常選擇行業領導者進行比較，這是因為他們的卓越流程對任何公司的整體業績都起著至關重要的作用。對于這一點，必須通過研究，公司的客戶、員工和互聯網才能獲得這些信息。

4. Involving domain experts for measures and practices

4.讓領域專家參與措施和實踐

Domain experts and survey companies are very useful in selection of comparable companies and processes as they are expert in getting information and masking the confidential information of the client firm which provide data theft security to the client.

領域專家和調查公司在選擇可比公司和流程時非常有用，因為他們擅長獲取信息和掩蓋客戶公司的機密信息，為客戶提供數據盜竊安全。

5. Visit companies to find their “best practices”

5.訪問公司，了解其“最佳實踐”

In this step one needs to visit different companies, those who are considered as good companies in that industry. During the visit he should notice all the best practices followed by the company and think logically whether he can apply those practices in his company or not since every organisation is different in its nature. Generally companies readily exchange those details and information which are helpful to all members in the benchmarking group.

在這一步中，人們需要訪問不同的公司，那些在該行業被認為是好公司的公司。在訪問期間，他應該注意到公司遵循的所有最佳實踐，并從邏輯上思考他是否可以在公司中應用這些實踐，因為每個組織的性質都不同。一般來說，公司很容易交換這些細節和信息，這對基準小組的所有成員都有幫助。

6. Implement new and improved business practices

6.實施新的和改進的業務實踐

After knowing all the business processes of one’s company and best practices of other leading companies, one can compare the operation processes of his company to the leading company.

在了解了自己公司的所有業務流程和其他領先公司的最佳實踐后，可以將自己公司的運營流程與領先公司進行比較。

Steps involved in Reengineering

再造中涉及的步驟

Planning for reengineering

再造計劃

Planning and preparation play vital role for any process or event to be successful and the same applies to reengineering. Before applying business process reengineering one should ask him that is reengineering necessary?Malhotra, Manoj. Since reengineering involves major changes and is not for small improvements and also it may include heavy costs, there should be a dire need for reengineering. This step starts with the consensus of executives of the firm for the process reengineering. During reengineering the processes are reengineered in such a way that they acts work in tandem with the mission & vision statements of the firm. Understanding customer expectations is most important, because the processes needs to be reengineered in the way which will lead to maximisation of customer satisfaction.

規劃和準備對于任何流程或事件的成功都起著至關重要的作用，這同樣適用于再造。在應用業務流程再造之前，人們應該問他，再造是必要的嗎？馬諾伊·馬爾霍特拉。，由于再造涉及重大變革，而不是小的改進，而且可能包括高昂的成本，因此應該迫切需要再造。這一步驟始于企業高管對流程再造的共識。在再造過程中，流程以這樣一種方式進行再造，即它們與公司的使命和愿景聲明協同工作。了解客戶的期望是最重要的，因為流程需要以最大化客戶滿意度的方式進行重新設計。

Mapping and Analysing As-Is Process 按原樣繪制和分析流程

Before reengineering any process, reengineering team should know the existing process. The underline aspect of business process reengineering is to bring the changes drastically. Process reengineering is not for small and slow changes. Many people advocate that it should be “To-Be” Analysis instead of “As-If” Analysis.

在對任何流程進行再造之前，再造團隊都應該了解現有的流程。業務流程再造的重點是帶來巨大的變化。流程再造不適合微小而緩慢的變化。許多人主張應該是“未來”分析，而不是“假設”分析。

The usefulness of this step is in identifying anything that prevents the process from

此步驟的作用在于識別任何阻止流程

achieving desired results and in particular information transfer between organizations or people and value adding processes and is implemented by using different models used for creation and documentation of Activity and process models. Then with the use of activity based costing amount of time and amount of cost consumed by each activity is calculated.

實現期望的結果，特別是組織或人員與增值流程之間的信息傳遞，并通過使用用于創建和記錄活動和流程模型的不同模型來實現。然后使用基于活動的成本計算法來計算每個活動所消耗的時間量和成本量。

Designing To-Be process 設計成為過程

This phase starts with looking for alternatives in the current situation which moulds well with the strategic goals of the organisation. The first part of this phase begins with benchmarking which is comparison of the firm with the other firms in the same industry. It’s a general practise to select industry leaders for the comparison so that the firm can use its best practices. This is not necessary to select the firm for comparison from the same industry, once can chose any firm from any industry with similar processes. For example, both textile mills and food processing industries use Reverse Osmosis technology (process) for the purpose of water purification; hence they can be compared for water treatment process. Next we do activity based costing analysis for analysing time and costs involved for different processes. Once ABC analysis is done To-Be models are prepared using different modelling techniques. This is important to know that this modelling is iterative process and different To-Be models are prepared for the analysis. At last we make trade-off matrix to select the best To-Be scenario.

這一階段首先要在當前形勢下尋找與組織戰略目標相適應的替代方案。該階段的第一部分從基準測試開始，即將該公司與同行業的其他公司進行比較。一般做法是選擇行業領導者進行比較，以便公司能夠使用其最佳實踐。這不是從同一行業中選擇公司進行比較的必要條件，一旦可以從任何流程相似的行業中選擇任何公司。例如，紡織廠和食品加工業都使用反滲透技術（工藝）來凈化水；因此可以對它們進行水處理過程的比較。接下來，我們進行基于活動的成本分析，以分析不同流程所涉及的時間和成本。一旦ABC分析完成，將使用不同的建模技術準備未來模型。重要的是要知道，這種建模是一個迭代過程，并且為分析準備了不同的未來模型。最后，我們制作了權衡矩陣來選擇最佳的未來場景。

Implementing Reengineered Process 實施再造流程

The implementation phase is that phase where reengineering encounter maximum resistance. It is because the environment is not readily changeable and hence, it is most difficult phase of all the phases in reengineering. As the firm invest a lot of time and incur heavy expenses for the planning phase it is justifiable to invest in training programmes for the employees of the firm for the cultural change. Winning the hearts of all the employees and motivating them is crucial for process reengineering.

實施階段是再造遇到最大阻力的階段。這是因為環境不易改變，因此，這是再造所有階段中最困難的階段。由于公司在規劃階段投入了大量時間并產生了沉重的費用，因此有理由投資于公司員工的文化變革培訓計劃。贏得所有員工的心并激勵他們是流程再造的關鍵。

Next step is to make a transition plan to move from As-Is to the redesign process. The plan should be chosen in a fashion that it goes well with the long term strategy of the firm. Implementation of information technology which support reengineering is must for the process. The total amount of work which needs to be done for the reengineering is broken down into different components using work break down structure techniques and them these individual components are worked upon.

下一步是制定一個過渡計劃，從原樣過渡到重新設計過程。該計劃的選擇應符合公司的長期戰略。實施信息技術支持再造是流程再造的必然要求。使用工作分解結構技術將再造所需完成的總工作量分解為不同的組件，并對這些單獨的組件進行處理。

Improve Process Continuously 不斷改進流程

The last but most important phase of any reengineering process is continuous monitoring of processes and the results which come from modified/improved processes. If there are deviations from the expected to actual then they should be taken care immediately. The performance of reengineering is measured by the competitive advantage the firm gain by reengineering, the amount of satisfaction of the employees, and the amount of commitment management shows.

任何再造過程的最后但最重要的階段是對過程和來自修改/改進過程的結果的持續監控。如果與預期和實際存在偏差，則應立即予以處理。再造的績效是通過企業通過再造獲得的競爭優勢、員工的滿意度和承諾管理的表現來衡量的。

Criticism 批評

As with any new concept there are those who are in favour of the idea and those who oppose or criticize it and benchmarking and process reengineering are no exception. These techniques should not be used to set goals for the firm and those who are responsible for bringing about the change in the firm should understand the processes of the firm well.

與任何新概念一樣，有贊成者，也有反對者或批評者，基準測試和流程再造也不例外。這些技術不應用于為公司設定目標，那些負責實現公司變革的人應該很好地了解公司的流程。

One of the criticisms drawn by process benchmarking and process reengineering is that they motivate firms to spy on the competitor firms and force firms to copy other firms. But this statement is not true as these methods are useful for firms for gaining competitive advantage and they helps in informing firms about what other firms are doing.

流程基準測試和流程再造引起的批評之一是，它們激勵企業監視競爭對手的企業，并迫使企業復制其他企業。但這種說法并不正確，因為這些方法對企業獲得競爭優勢很有用，而且有助于向企業了解其他企業正在做什么。

Some organizations do not utilize process reengineering and process benchmarking because of their thinking that if something is not broken then it need not to be repaired. It’s because when the financial performance of the firm is good, people resist the change and stop comparing themselves with competitors.

一些組織不使用流程再造和流程基準測試，因為他們認為如果某個東西沒有壞，就不需要修復。這是因為當公司的財務業績良好時，人們會抵制這種變化，不再將自己與競爭對手進行比較。

When the financial performance of the company is good, they have a tendency to resist change and not worry about competitors.

當公司的財務表現良好時，他們有抗拒變革的傾向，不擔心競爭對手。

In Japan, benchmarking is a part of their manager’s job descriptions. This is how Japanese are able to gain competitive advantages in automobile and electronic industries all round the world.

在日本，基準測試是經理工作描述的一部分。這就是日本人如何在世界各地的汽車和電子行業中獲得競爭優勢的原因。

Conclusion 結論

Superior processes, customer satisfaction and strong management leadership are essential for any business firm to be successful.

卓越的流程、客戶滿意度和強大的管理領導力對任何商業公司的成功都至關重要。

Reengineering and benchmarking are the techniques which all organisations can use, when required to attain success. None of these techniques work as miracle nor are they quick fix for the problems which firms face. One needs to invest money and time to implement them. But only money and time don’t guarantee successful implementation of these techniques. For every business customer satisfaction is the key, both these techniques are centred around customers, both internal and external. Until and unless the people don’t accept the change no business can improvise using any technique and hence change in attitudes of the people is key. “50 to 70 percent of reengineering efforts fail to deliver the intended dramatic results, Hammer,M., Champy.J., (1993), and those who have successfully implemented it are reaping the benefits.

當需要獲得成功時，所有組織都可以使用重組和基準測試技術。這些技術都不是奇跡，也不能快速解決企業面臨的問題。人們需要投入資金和時間來實施它們。但只有金錢和時間并不能保證這些技術的成功實施。對于每一家企業來說，客戶滿意度都是關鍵，這兩種技術都以內部和外部客戶為中心。除非人們不接受這種改變，否則任何企業都不能使用任何技術即興發揮，因此改變人們的態度是關鍵。Hammer，M.，Champy.J.（1993）說，50%到70%的再造工作未能達到預期的顯著效果，而那些成功實施再造的人正在從中受益。

Planning has vital role to play in any technique implementation. Sometimes people set very high standards and after implementation they don’t achieve them. This failure to achieve previously set targets should not be called as unsuccessful implementation but inefficient planning.

規劃在任何技術實施中都發揮著至關重要的作用。有時，人們設定了很高的標準，但在實施后卻沒有達到。未能實現先前設定的目標不應被稱為不成功的實施，而應稱為低效的規劃。

These days not only the private firms, who are considered to be very competitive but also the public companies are using these techniques. Japanese automobile and electronic component firms dominate all markets of this world; the reason for their dominance is that they change fast and they adjust with change quickly. In a world of rapid flux, organization must change their priorities from a traditional focus on planning, control, and managed growth, to emphasize speed, innovation, flexibility, quality, service, and cost. It is virtually impossible to retrofit organizations into this new reality. Reengineering and benchmarking are the only solution available with firms. For every firm customers and competition are the most important. Since the demands of the customers change with the rapidly changing environment, firms have to change themselves to satisfy the needs of the customers. If they don’t change their competitors will change and satisfy the demands of the customers.

如今，不僅被認為極具競爭力的私營公司，上市公司也在使用這些技術。日本汽車和電子元件公司主宰著世界所有市場；它們之所以占據優勢，是因為它們變化很快，而且適應變化也很快。在一個快速變化的世界里，組織必須改變其優先事項，從傳統的專注于規劃、控制和管理增長，轉向強調速度、創新、靈活性、質量、服務和成本。幾乎不可能將組織改造成這種新的現實。重組和基準測試是企業唯一可用的解決方案。對于每一家公司來說，客戶和競爭是最重要的。由于客戶的需求隨著環境的快速變化而變化，企業必須改變自己來滿足客戶的需求。如果他們不改變，他們的競爭對手就會改變，滿足客戶的需求。

“Wisdom lies neither in fixity nor in change, but in the dialectic between the two”, Octavio Paz 1914-1998. Hence one should ask himself before using these techniques that what needs to be changed and why it needs to be changed.

“智慧不在于固定，也不在于變化，而在于兩者之間的辯證法”，Octavio Paz 1914-1998。因此，在使用這些技術之前，應該問問自己需要改變什么以及為什么需要改變。

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