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annahit木蟲 (正式寫手)
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[求助]
求助一段英譯漢，謝謝
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| There was a clear definition of all parts involved in the process improvement and each can be further analyzed and modified. BPR is a separation between the old and new system as a foundation for cost justification. BPR proposed that a business could get far greater value from investment in IT by changing the way it was applied. Rather than using IT to automate existing business processes, it was used to rethink and fundamentally redesign key business processes for dramatic performance gains. The top-down methodology created a strong executive buy in and simplified the change process itself. At the heart of BPR was the notion of changing the entire process not just improving parts of it. Breakthroughs in performance could not be achieved by empowering employees with better tools, but by changing the old way of doing to the new, more optimized process. Both ISLM and BPR found their way into corporate environments. Both strived to improve business processes, better meet customer requirements, or add competitive advantage. Business reengineering initiatives often focused on revolutionizing key performance criteria, such as cost, delivery, and quality. ISLM initiatives were focused on improving the flow of information or the understanding how such information could be used. |
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wildwolf110
禁蟲 (正式寫手)
- 翻譯EPI: 49
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【答案】應(yīng)助回帖
annahit(金幣+40, 翻譯EPI+1): 2011-09-16 18:55:28
| 在完善的過程中所涉及的所有部件有一個明確的定義，并且每個都可以做進(jìn)一步的分析和修改。 BPR作為一個成本耗費的基礎(chǔ)是一個新舊體制之間的的過渡。BPR的提出，一個企業(yè)通過改變它的運營模式，能從IT投資得到更大的價值。而不是用它來自動化現(xiàn)有的業(yè)務(wù)流程，它被用來重新思考和從根本上重新設(shè)計關(guān)鍵業(yè)務(wù)流程來顯著地提高性能。自上而下的方法，建立了一個強有力的執(zhí)行購買和簡化的變化過程本身。BPR的核心觀點是改變了整個過程，而不只是提高了它的一部分。ISLM和BPR都以他們各自的方式進(jìn)入企業(yè)環(huán)境，都努力提高業(yè)務(wù)流程，更好地滿足客戶的要求，或添加有競爭優(yōu)勢項目。企業(yè)再造計劃往往側(cè)重于革命性的關(guān)鍵性能標(biāo)準(zhǔn)，如成本，交貨期，質(zhì)量等，ISLM舉措主要集中在改善信息的流動，或了解如何這些信息是如何被使用的。 |
2樓2011-09-16 18:41:57
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