外文翻譯--論動(dòng)態(tài)企業(yè)的過程績(jī)效評(píng)價(jià)方法

1、<p>　　本科畢業(yè)設(shè)計(jì)（論文）</p><p>　　外文參考文獻(xiàn)譯文及原文</p><p>　　學(xué) 院 經(jīng)濟(jì)管理學(xué)院 </p><p>　　專 業(yè) 工商管理 </p><p>　　年級(jí)班別 </p><p>　　學(xué) 號(hào)

2、 </p><p>　　學(xué)生姓名 </p><p>　　指導(dǎo)教師 </p><p>　　年 月 日</p><p><b>　　目 錄</b></p><p>　　1論動(dòng)態(tài)企業(yè)的過程績(jī)效評(píng)價(jià)方法………………………………

3、…………………1</p><p>　　摘要…………………………………………………………………………………1</p><p>　　1.1 緒 論…………………………………………………………………………2</p><p>　　1.2 ABC/ABMC測(cè)評(píng)…………………………………………………………………4</p><p>　　1.3 基于企業(yè)運(yùn)作

4、流分析的動(dòng)態(tài)評(píng)估……………………………………………6</p><p>　　2 A methodology for dynamic enterprise process performance evaluation………8</p><p>　　Abstract……………………………………………………………………………8</p><p>　　2.1 Introducti

5、on……………………………………………………………………9</p><p>　　2.2 ABC/ABM-based measurements based on six process flows…………………11</p><p>　　2.3 Dynamic evaluation based on enterprise process flow analysis.………………14</p

6、><p>　　論動(dòng)態(tài)企業(yè)的過程績(jī)效評(píng)價(jià)方法</p><p>　　文章出處：WenAn Tan, Weiming Shen, Jianmin Zhao. A methodology for dynamic enterprise process performance evaluation. Integrated Manufacturing Technologies Institute, Nati

7、onal Research Council of Canada, 800 Collip Circle, London, Ont, Canada N6G 4X8, Received 23 February 2006; received in revised form 12 October 2006; accepted 13 October 2006</p><p><b>　　摘 要</b>

8、</p><p>　　為了有效地管理企業(yè)的經(jīng)營, 企業(yè)的決策者需要利用先進(jìn)的工作模擬與優(yōu)化工具，從不同的角度監(jiān)察企業(yè)的業(yè)務(wù)流程。企業(yè)進(jìn)程評(píng)價(jià)的目的是為了企業(yè)生產(chǎn)進(jìn)程重組，是企業(yè)過程模擬與優(yōu)化研究的基礎(chǔ)。本文提出一種企業(yè)動(dòng)態(tài)過程的績(jī)效評(píng)價(jià)方法，這種評(píng)價(jià)方法以活動(dòng)成本和活動(dòng)管理 (ABC/ABM)為模型基礎(chǔ)量化計(jì)算，分析制造類企業(yè)里的六類生產(chǎn)流程，包括活動(dòng)流程,產(chǎn)品信息流, 資源的流動(dòng)，成本流，現(xiàn)金流，利潤(rùn)流。擬議方

9、法的使用時(shí)間，品質(zhì)，服務(wù)，成本，速度和效率，并作為重要的七項(xiàng)標(biāo)準(zhǔn)。軟件原型系統(tǒng)已經(jīng)實(shí)施，以驗(yàn)證方法的建議。</p><p><b>　　1 緒 論</b></p><p>　　企業(yè)過程建模、模擬和優(yōu)化，一直是近期靈活企業(yè)制度的發(fā)展研究重點(diǎn)。在改善業(yè)務(wù)流程設(shè)計(jì)的研究工作上已經(jīng)有了重要的進(jìn)展，如PDCA、IDEAL、QIP、和CMM作為研究與鑒定考核項(xiàng)目，在1988年，目

10、標(biāo)指標(biāo)問題的措施(GQM)方法論由Basil和Rombach 引進(jìn)，分別在1992年和1996年的時(shí)候由AMI和Pulford完善，在1996年，Park將它應(yīng)用到目標(biāo)驅(qū)動(dòng)軟件評(píng)價(jià)園區(qū)。于1998年Mendonca將GQM折算到另一個(gè)目標(biāo)-問題-度量改進(jìn)評(píng)價(jià)過程。</p><p>　　如何評(píng)價(jià)企業(yè)的進(jìn)程？這個(gè)問題的答案基于企業(yè)過程的模擬和優(yōu)化科研業(yè)務(wù)流程的改善。業(yè)務(wù)流程再造( BPR ) ，是由Hammer于19

11、90年提出的，這是一個(gè)非常重要的概念。之后Hammer和Stanton提出BPR的組織的核心問題：重新改組的過程和信息技術(shù)的使用。Hammer提出BPR的基本定義，是從基本中提煉出來的：改革性的重整過程將大大提高其成本，質(zhì)量,服務(wù)和速度。因此, 改進(jìn)和重整進(jìn)程是BPR的一項(xiàng)基本原則。</p><p>　　Cheng和Tsai精確定義和描述過程重整為：“將客戶滿意度作為首要目標(biāo)，檢驗(yàn)組織時(shí)間內(nèi)的信息技術(shù)和業(yè)務(wù)程序的

12、操作；用過程分析作為手段，了解加工性能和重新設(shè)計(jì)的過程以達(dá)成目標(biāo)，簡(jiǎn)化程序，降低成本，提高服務(wù)質(zhì)量”。這是他們提出的施工管理流程法(CMPR)。在研究過程中，評(píng)價(jià)過程價(jià)值的總和是功能效益和經(jīng)濟(jì)效益的一個(gè)過程線性加權(quán)，功能效用進(jìn)程的目標(biāo)是客戶滿意。成本效率的過程，也是所謂的分析指數(shù)的成本結(jié)構(gòu)的活動(dòng)，代表綜合效益增值指標(biāo)和基層的活動(dòng)費(fèi)用指數(shù)。事實(shí)上，所有這些指標(biāo)都屬于業(yè)績(jī)標(biāo)準(zhǔn)的過程結(jié)構(gòu)。因此很難直接運(yùn)用評(píng)價(jià)結(jié)果在任何相關(guān)的商業(yè)決策。<

13、/p><p>　　Fitzgeralk建議的框架是建立在結(jié)果(財(cái)務(wù)績(jī)效和競(jìng)爭(zhēng)力)和因素(質(zhì)量，靈活性，資源的利用和創(chuàng)新)上的。Lynch和Cross理想狀態(tài)的業(yè)績(jī)計(jì)量用金字塔來表現(xiàn)，上面由市場(chǎng)經(jīng)濟(jì)、顧客滿意、靈活性、生產(chǎn)力、質(zhì)量、投遞、周期時(shí)間和浪費(fèi)。結(jié)構(gòu)性的AMBITE績(jī)效立方變成三軸立方體，繪制成三個(gè)層面：業(yè)務(wù)流程，競(jìng)爭(zhēng)的重點(diǎn)和生產(chǎn)布局，而它利用度量來衡量企業(yè)業(yè)績(jī)的時(shí)間，成本，質(zhì)量，靈活性和環(huán)境。Bradley介

14、紹了業(yè)務(wù)流程重整和提供了四個(gè)BPR工具：DEC模型，明智的流程，商業(yè)設(shè)施設(shè)計(jì)( BDF) ,以及企業(yè)建模系統(tǒng)( EMS -FirstStep )。他們提出了一個(gè)方法,可以用來比較不同BPR軟件開發(fā)工具和幫助BPR練習(xí)者將某特定的BPR軟件工具應(yīng)用到特定的過程或行業(yè)。</p><p>　　Folan和Browne從四個(gè)方面形容演化性能測(cè)試(PM)：建議、框架、系統(tǒng)和跨組織的績(jī)效。他們建議衡量績(jī)效應(yīng)該把侵入的績(jī)效衡量

15、過程與績(jī)效管理作為今后的研究范圍。這里的跨組織績(jī)效測(cè)評(píng)概念有非常破碎的發(fā)展歷史文獻(xiàn)。目前的研究跨組織績(jī)效測(cè)評(píng)時(shí)，通常側(cè)重于供應(yīng)鏈績(jī)效測(cè)評(píng)，而擴(kuò)展企業(yè)績(jī)效測(cè)評(píng)已經(jīng)觸及只是簡(jiǎn)略的測(cè)量資料。Fawcett 是最早提出測(cè)量系統(tǒng)應(yīng)把競(jìng)爭(zhēng)戰(zhàn)略考慮范疇供應(yīng)鏈集成(上游)，以配合客戶的要求(下游)。Beamon 提出了從框架供應(yīng)績(jī)效測(cè)評(píng)產(chǎn)生中到處三項(xiàng)測(cè)評(píng)：資源,產(chǎn)量和靈活性。這三項(xiàng)測(cè)評(píng)的目標(biāo)不同, 但重要的整體表現(xiàn),成功的供應(yīng)鏈中的三個(gè)進(jìn)行測(cè)量。Lap

16、ide提出兩層供應(yīng)鏈管理的框架, 其描繪了所謂的行政級(jí)別的度量和管理水平的度量供應(yīng)鏈。前者可以認(rèn)為是跨功能 (和跨組織) ，過程為主的措施，而后者則是基于功能的診斷措施。Basu提出六步循環(huán)的框架，以便實(shí)施和持續(xù)績(jī)效管理制度新的措施(即采取措施，擴(kuò)大供應(yīng)鏈)的優(yōu)點(diǎn)。而Chand Qi建議供應(yīng)鏈流程績(jī)效測(cè)評(píng)要根據(jù)六項(xiàng)所謂的“進(jìn)程”：供應(yīng)商、自我約束、物流、核心廠商、游物流、銷售和最終用戶。每個(gè)進(jìn)程是一種分解過程，逐步分解成過程子過<

17、/p><p>　　2 ABC/ABMC測(cè)評(píng)</p><p>　　為了更好地了解計(jì)量模型, 我們首先要做的是引進(jìn)了一些相關(guān)概念，對(duì)企業(yè)工藝工程?？偝杀竟芾?醫(yī)藥)的做法,是基于這樣的信念，在深入了解和不斷改善在業(yè)務(wù)流程的動(dòng)力，有效的管理費(fèi)用。今天作業(yè)成本與作業(yè)管理法( ABC / ABM )的廣泛采用，以解決這些問題，因?yàn)樗鼈兲峁┝烁玫漠嬅胬麧?rùn)和經(jīng)營成本較傳統(tǒng)的成本計(jì)算方法。業(yè)務(wù)過程的評(píng)價(jià)的基

18、礎(chǔ)上，為業(yè)務(wù)流程改進(jìn)的ABC /反導(dǎo)方式。有利于提高績(jī)效和決策支持職能。為了執(zhí)行業(yè)務(wù)過程的評(píng)價(jià)，一個(gè)集成化企業(yè)過程模型框架應(yīng)先確定?；诂F(xiàn)有ABC的解決方案，我們提出綜合能力數(shù)據(jù)管理，分析，協(xié)同控制，以及行為的描述。在擬議的解決辦法，這是從宇宙模型，一個(gè)企業(yè)結(jié)構(gòu)模型，提出了68單元，這是一個(gè)立體框架：鑒于維，一般性的層面,而維生命。在層面來看，一個(gè)企業(yè)可以說從五個(gè)角度：進(jìn)程，基礎(chǔ)設(shè)施的行為，合作和資料如下：</p><

19、;p><b>　　2.1活動(dòng)流程</b></p><p>　　活動(dòng)流程是在企業(yè)過程的生命周期中活動(dòng)執(zhí)行命令?；顒?dòng)執(zhí)行命令，包括活動(dòng)的時(shí)間順序和活動(dòng)的結(jié)構(gòu)關(guān)系。后者可以定義為進(jìn)程的結(jié)構(gòu)模型。前者可用Gantt圖說明。 活動(dòng)流程體現(xiàn)在排列企業(yè)的各項(xiàng)活動(dòng)過程,如排列結(jié)構(gòu)和運(yùn)行時(shí)間并行，活動(dòng)流程是企業(yè)的業(yè)務(wù)流程的基準(zhǔn)，活動(dòng)流程分析可用于支持企業(yè)的并行工程和協(xié)同商務(wù)管理。 </p>

20、<p><b>　　2.2信息流</b></p><p>　　在這里介紹兩種類型的信息流：產(chǎn)品信息流和數(shù)據(jù)流。好象活動(dòng)流程，產(chǎn)品信息流動(dòng)的方法有兩個(gè)。從垂直方面的企業(yè)過程，即從開始到結(jié)束的一個(gè)過程，產(chǎn)品信息流顯示一代產(chǎn)品的關(guān)系。從子過程的模型的過程跟蹤，可以稱為生成產(chǎn)品的樹狀結(jié)構(gòu)。作為歷史的生產(chǎn)配套，提高醫(yī)療質(zhì)量,跟蹤生產(chǎn)責(zé)任的產(chǎn)品。從橫向方面，即在企業(yè)過程中，當(dāng)輸入或輸出的一項(xiàng)

21、活動(dòng)，產(chǎn)品信息流量顯示其產(chǎn)品囤積狀態(tài)。產(chǎn)品數(shù)量囤積在橫向產(chǎn)品流可以用來研究零庫存和及時(shí)庫存管理。它反映合作度/平衡的生產(chǎn)活動(dòng)和消費(fèi)活動(dòng)的產(chǎn)物。數(shù)據(jù)流是按時(shí)間順序來描述數(shù)據(jù)變化的行為模式和數(shù)據(jù)庫或檔案系統(tǒng)。這是時(shí)間命令，來驗(yàn)證程序執(zhí)行。類似的產(chǎn)品信息流，所產(chǎn)生的數(shù)據(jù)的活動(dòng)，從開始到停止的執(zhí)行過程中，98%的數(shù)據(jù)流可用于分析業(yè)務(wù)的行為模式的過程模型。在企業(yè)模式中，數(shù)據(jù)在某一特定點(diǎn)不同時(shí)間的推移的過程模型是一個(gè)垂直的數(shù)據(jù)流分析。其實(shí)，企業(yè)的供

22、應(yīng)鏈管理是一種傳播分析和管理產(chǎn)品的信息流和數(shù)據(jù)流。</p><p><b>　　2.3資源流</b></p><p>　　資源流是指根據(jù)企業(yè)運(yùn)作進(jìn)度的不同階段對(duì)資源的使用。例如，人事方面的資源流被稱作人事流動(dòng)。資源的耗用一般要根據(jù)與某個(gè)活動(dòng)有關(guān)的資源的性質(zhì)來決定。因此，資源流可以根據(jù)活動(dòng)流來進(jìn)行統(tǒng)計(jì)。信息流與資源流的不同之處在于，資源只能對(duì)活動(dòng)執(zhí)行提供支持而不能像信息

23、一樣被吸收利用并進(jìn)一步被開發(fā)。因此，資源流只強(qiáng)調(diào)諸如統(tǒng)計(jì)某企業(yè)一定時(shí)期內(nèi)的運(yùn)作中所有資源的使用程度等水平方面。</p><p><b>　　2.4成本流</b></p><p>　　成本流是一項(xiàng)商業(yè)運(yùn)作中的支出流量?？傮w來說，成本流可以劃分成資源使用成本和原料產(chǎn)品成本（例如材料成本）。成本流用來表示在一定階段里所耗費(fèi)的成本。</p><p>&

24、lt;b>　　2.5現(xiàn)金流</b></p><p>　　現(xiàn)金流在企業(yè)運(yùn)作不同階段中現(xiàn)金的總量。一個(gè)完整的企業(yè)運(yùn)作模型應(yīng)該包括各種的環(huán)節(jié)，如主要生產(chǎn)計(jì)劃，產(chǎn)品設(shè)計(jì)，生產(chǎn)制造，財(cái)務(wù)管理，人力資源管理，原料采購以及產(chǎn)品銷售等等。銷售環(huán)節(jié)就是運(yùn)作模型的一部分，并且所有收入都從這個(gè)環(huán)節(jié)中從顧客上取得。</p><p>　　對(duì)于中間產(chǎn)品來說，它的成本等于生產(chǎn)它所需要的原料的價(jià)值加上從

25、原料變成中間產(chǎn)品的過程中一切活動(dòng)的成本。利用這個(gè)辦法，所有最終產(chǎn)品的成本都能計(jì)算出來并組成這個(gè)企業(yè)運(yùn)作的現(xiàn)金流。</p><p>　　要分析一個(gè)企業(yè)現(xiàn)金流的總量以及特征，我們需要討論從銷售環(huán)節(jié)中獲得的受益。在現(xiàn)金流分析和利潤(rùn)流分析中這是非常重要的。在銷售環(huán)節(jié)中的最終產(chǎn)品被稱為商品，而銷售價(jià)格根據(jù)其成本反映了商品的性質(zhì)。</p><p><b>　　2.6利潤(rùn)流</b>

26、</p><p>　　在這里把企業(yè)運(yùn)作分成不同的時(shí)間段，計(jì)算每一時(shí)間段內(nèi)的利潤(rùn)，我們可以得到這個(gè)企業(yè)運(yùn)作的現(xiàn)金流和利潤(rùn)流。從這些信息得到的預(yù)測(cè)是作出投資決策和調(diào)整進(jìn)度的關(guān)鍵。對(duì)于一個(gè)候選投資方案或一個(gè)需要改進(jìn)的進(jìn)程來說，需要首先評(píng)估其經(jīng)濟(jì)生命周期。所以計(jì)算每個(gè)時(shí)間段生命周期內(nèi)的收入和支出是很有必要的。</p><p>　　在企業(yè)運(yùn)作中，除了進(jìn)程的投資以及輸出以外，企業(yè)的利潤(rùn)還會(huì)受到外部環(huán)境

27、的因素影響，例如管理和收益的政策。因此描述企業(yè)實(shí)際利潤(rùn)的利潤(rùn)流可以通過現(xiàn)金流來反映。</p><p>　　3 基于企業(yè)運(yùn)作流分析的動(dòng)態(tài)評(píng)估</p><p>　　在形成企業(yè)模型的過程中，被提議的評(píng)估方法可以支持以下兩種企業(yè)運(yùn)作的動(dòng)態(tài)模型的形成：流水式和項(xiàng)目導(dǎo)向式。前者以隨意的不連續(xù)的順序來反映對(duì)原料產(chǎn)品抵達(dá)頻率的一個(gè)特定分發(fā)。它可以用來描述制造行業(yè)大量生產(chǎn)中的服務(wù)。項(xiàng)目導(dǎo)向式運(yùn)作則是進(jìn)程中的

28、一個(gè)事件是根據(jù)上一個(gè)事件來設(shè)定和結(jié)束。它適合用于描述正在進(jìn)行的項(xiàng)目和單件生產(chǎn)。</p><p>　　這一部分將會(huì)專注于討論上述各種參數(shù)以及評(píng)估模型。評(píng)估這些不同類型的運(yùn)作進(jìn)程，需要考慮不同的評(píng)估參數(shù)。建立于模擬運(yùn)作和優(yōu)化的環(huán)境基礎(chǔ)上的被提議的評(píng)估系統(tǒng)可以從時(shí)間、成本、質(zhì)量、服務(wù)、效率、速度以及重要性等方面對(duì)企業(yè)運(yùn)作進(jìn)行動(dòng)態(tài)分析以及評(píng)估。為了評(píng)估企業(yè)運(yùn)作水平，企業(yè)水平?jīng)Q策模型需要根據(jù)目標(biāo)以及它們的比重，還有商業(yè)運(yùn)作

29、的重要性來進(jìn)行定義。這些可以利用矩陣W進(jìn)行補(bǔ)充。Fig.2說明系統(tǒng)建構(gòu)，可以通過以下三步來補(bǔ)充說明。</p><p>　?。?dú)立參數(shù)評(píng)估：前面六種參數(shù)將會(huì)在3.2部分進(jìn)行討論。</p><p>　　－獨(dú)立進(jìn)程評(píng)估：時(shí)間、質(zhì)量、服務(wù)、效率以及速度是評(píng)估企業(yè)運(yùn)作情況的參數(shù)，而成本則是經(jīng)濟(jì)評(píng)價(jià)的參數(shù)。這些參數(shù)用作3.3.1直線測(cè)量方法中的獨(dú)立進(jìn)程評(píng)估。</p><p>　

30、?。?lián)合進(jìn)程評(píng)估：作為運(yùn)作綜合評(píng)估中的一個(gè)比重因素，重要性將會(huì)用于企業(yè)運(yùn)作的綜合評(píng)估并在3.3.2中討論。</p><p><b>　　3.1實(shí)用函數(shù)</b></p><p>　　實(shí)用函數(shù)是一個(gè)廣泛用于經(jīng)濟(jì)學(xué)以及決策過程的概念。判斷一個(gè)解決方案是否優(yōu)于另一個(gè)，我們通常會(huì)比較它們的實(shí)用性。偏好關(guān)系中“≥”表示相似或優(yōu)于，“＞”表示明顯優(yōu)于。例如，X1≥X2表示X1不比X

31、2差。</p><p>　　理論1 假設(shè)X是一個(gè)位相幾何學(xué)集合，對(duì)于X中任何連續(xù)遞增的變量，都有一個(gè)連續(xù)函數(shù)f: X → R，因此有：</p><p>　　x≥y＜ ＝＝ ＞f(x)≥f(y)</p><p>　　這里的連續(xù)函數(shù)f稱為關(guān)于X的實(shí)用函數(shù)。對(duì)一個(gè)企業(yè)運(yùn)作的優(yōu)化來說，一組參變量（a1,a2,……,an）是X的一個(gè)解，這些解釋可以組成一個(gè)可行的解集設(shè)為X，則

32、X={x1,x2,……,xn}。雖然企業(yè)運(yùn)作的動(dòng)態(tài)優(yōu)化模型不可能通過數(shù)量分析來構(gòu)造，但是這些運(yùn)作流的信息可以通過模擬進(jìn)程或設(shè)定來獲得。因此，運(yùn)作評(píng)估和經(jīng)濟(jì)評(píng)估的參數(shù)可以在以下部分的實(shí)用函數(shù)的基礎(chǔ)上計(jì)算出來。這些實(shí)用函數(shù)的值越小，運(yùn)作評(píng)估的目標(biāo)越好。</p><p>　　運(yùn)作水平評(píng)估與活動(dòng)流、產(chǎn)品流和資源流的評(píng)估有關(guān)，與運(yùn)作模型中的基本因素相對(duì)應(yīng)。因此運(yùn)作情況評(píng)估參數(shù)包括時(shí)間（運(yùn)作持續(xù)時(shí)間的實(shí)用性）、服務(wù)（顧客滿意

33、度）、質(zhì)量（成本結(jié)構(gòu)有效性）、速度（產(chǎn)品積壓情況）和效率（資源使用有效性）。</p><p>　　時(shí)間在這里指的是到達(dá)市場(chǎng)的時(shí)間，這是從活動(dòng)流中得出的運(yùn)作持續(xù)時(shí)間的有效性。</p><p>　　速度是企業(yè)運(yùn)作能力的一個(gè)測(cè)算標(biāo)準(zhǔn)。這是對(duì)為解決產(chǎn)品積壓情況采取的一切活動(dòng)的有效性的評(píng)價(jià)，或是對(duì)流水型運(yùn)作模型中投入的產(chǎn)品等待處理的時(shí)長(zhǎng)的評(píng)價(jià)?？梢愿鶕?jù)產(chǎn)品流計(jì)算得出。</p><

34、p>　　資源使用有效性，即效率，是與企業(yè)運(yùn)作相關(guān)的資源效率的測(cè)算量。它是評(píng)估企業(yè)運(yùn)作的一項(xiàng)重要指標(biāo)，可以從企業(yè)運(yùn)作的資源流中獲得。</p><p>　　服務(wù)是指顧客滿意度。要滿足顧客的需要，運(yùn)作的基本目標(biāo)應(yīng)該以顧客為導(dǎo)向。一個(gè)企業(yè)的運(yùn)作可以從它的一系列工作進(jìn)程中看出來。每一個(gè)進(jìn)程都有要達(dá)到的目標(biāo)。在這個(gè)基礎(chǔ)上，把企業(yè)的政策與其每個(gè)進(jìn)程的目標(biāo)相結(jié)合以完善和實(shí)現(xiàn)企業(yè)的政策是非常重要的。在分析進(jìn)程之前，一個(gè)公司的

35、運(yùn)行政策要首先確定。在設(shè)定進(jìn)程目標(biāo)是考慮政策的需要，也是實(shí)現(xiàn)公司政策與滿足顧客需求的基本。進(jìn)程評(píng)估的主要步驟如下：</p><p>　　3.1.1決定進(jìn)程目標(biāo)比重</p><p>　　這一研究發(fā)展了把公司政策和顧客需求變?yōu)檫M(jìn)程目標(biāo)的目標(biāo)達(dá)成能力矩陣，以獲得進(jìn)程目標(biāo)的相對(duì)重要性，例如，進(jìn)程目標(biāo)中各部分的比重。</p><p>　　進(jìn)程目標(biāo)的值表示需求滿足的程度，即進(jìn)程

36、目標(biāo)傳遞到顧客中的程度。數(shù)值越高，顧客感到越滿意。</p><p>　　3.1.2分析進(jìn)程目標(biāo)實(shí)現(xiàn)程度</p><p>　　我們通常利用一個(gè)量化方法來計(jì)算運(yùn)作功能完成后每個(gè)進(jìn)程目標(biāo)的完成情況。在進(jìn)程確定環(huán)節(jié)中，每一個(gè)活動(dòng)中都應(yīng)該考慮到一些可能出現(xiàn)的狀況，例如確定為達(dá)到進(jìn)程目標(biāo)而進(jìn)行的活動(dòng)（如應(yīng)用部件）和經(jīng)高級(jí)經(jīng)理評(píng)估的為達(dá)到進(jìn)程目標(biāo)的每個(gè)活動(dòng)的完成可能性。利用這一信息，進(jìn)程目標(biāo)實(shí)現(xiàn)矩陣可建

37、立在進(jìn)程模型的基礎(chǔ)上。依靠進(jìn)程活動(dòng)來實(shí)現(xiàn)的進(jìn)程目標(biāo)的實(shí)現(xiàn)可能性是可以計(jì)算的。依靠每一活動(dòng)的全部進(jìn)程目標(biāo)的實(shí)現(xiàn)可能性以及每個(gè)活動(dòng)所作貢獻(xiàn)的程度也是可以識(shí)別的。</p><p>　　A methodology for dynamic enterprise</p><p>　　process performance evaluation</p><p>　　Text fr

38、om: WenAn Tan, Weiming Shen, Jianmin Zhao. A methodology for dynamic enterprise</p><p>　　process performance evaluation. Integrated Manufacturing Technologies Institute, National Research Council of Canada,

39、800 Collip Circle, London, Ont, Canada N6G 4X8, Received 23 February 2006; received in revised form 12 October 2006; accepted 13 October 2006</p><p><b>　　Abstract</b></p><p>　　In ord

40、er to manage enterprise businesses effectively, enterprise decision makers need to understand enterprise business processes from various perspectives using sophisticated process simulation and optimization tools. Evaluat

41、ion of enterprise processes is the basis of enterprise process simulation and optimization research for business process re-engineering. This paper proposes a methodology for dynamic enterprise process performance evalua

42、tion with metric measurement models based on Activity-</p><p>　　1 Introduction</p><p>　　Enterprise process modeling, simulation, and optimization have been the recent research focus in the devel

43、opment of flexible enterprise systems. There have been significant research efforts aiming at improving business process performance such as Plan Do Check Act (PDCA), Initiating-Diagnosing-Establishing-Acting-Learning (I

44、DEAL) , Quality Improvement Paradigm (QIP) , and the Capability Maturity Model (CMM) . As researches related to identification of the evaluation items, the Goal Question indi</p><p>　　2 ABC/ABM-based measure

45、ments based on six process flows</p><p>　　In order to understand better the measurement models, the first thing we need to do is introducing some concepts related to enterprise process engineering. The Total

46、 Cost Management (TCM) approach is based on the belief that an in-depth understanding and the continuous improvement of the business process are the driving forces behind effective management of costs. Today, Activity-Ba

47、sed Costing and Activity-Based Management (ABC/ABM) is widely adopted to address these issues because they provide </p><p>　　2.1 Activity flow </p><p>　　Activity flow represents the execution or

48、der of activities in the enterprise process life cycle. Execution order of activities includes activities time order and the structural relationship of activities. The latter can be defined in the structure of the proces

49、s model. The former can be illustrated using a Gantt chart. Activity flow embodies the parallelism among activities in enterprise processes, such as structure parallelism and run-time parallelism. Activity flow is the ba

50、seline of enterpris</p><p>　　2.2 Information flow </p><p>　　Here, the following two types of information flows are introduced: product information flow and data flow. Like activity flow, product

51、 information flow has two aspects. From the vertical aspect of the enterprise process, i.e., from the beginning to the end of a process, product information flow indicates the generation relations between products. The g

52、eneration of products’ tree structure can be referred from the sub-process model by process tracking. It serves as a producing history supporting </p><p>　　Data flow is a time sequence to describe the data c

53、hanges in the behavior model and database or ?le system. It is ordered by time and used to verify process execution. Similar to the product information flow, the data generated by the activities from start to stop of a p

54、rocess execution form a horizontal data flow, which can be used for analyzing the operations of the behavior model within a process model. The data at one particular point varying over time within the process model are a

55、 vertical</p><p>　　2.3 Resource flow </p><p>　　Resource flow is the resource usage varying with time in the execution of enterprise processes. For example, resource flow on personnel is called p

56、ersonnel flow. The resource consumption is defined in the specification of resource related to an activity. Thus, resource flow can be calculated on the basis of activity flow. The difference between information flow and

57、 resource flow is that resources only support activity operations, but are not consumed and processed as information. Therefore, reso</p><p>　　2.4 Cost flow </p><p>　　Cost flow is a time order o

58、f the expense in a business process. In general, cost flow may be divided into resource usage cost and source product cost (i.e., material cost). It is used to show the consumed cost during the life cycle of a process. &

59、lt;/p><p>　　2.5 Cash flow </p><p>　　Cash flow is the amount of cash varying with time in an enterprise process execution. A complete enterprise process model should consist of various sub-processes

60、 such as the main production plan, product design, manufacturing, finance management, human resource management, material purchasing and product sales and so on. The sale sub-process is a part of the process model and al

61、l the incomes can be obtained in this process from customers. </p><p>　　For an intermediate product, its cost can be calculated by adding its source products’ cost and the producing cost of all the activitie

62、s from its source products to itself. Using this method, all end products’ costs can be obtained, and form the cash flow in an enterprise process. </p><p>　　To analyze the amount and the features of cash flo

63、w for an enterprise, we need to discuss the income in the sale sub process. It is very important for cash flow analysis and profit flow analysis. All the end products in this sub-process are called goods, and the sale pr

64、ices can be defined in the specification of goods according to their costs. </p><p>　　2.6 Prorit flow </p><p>　　In this way, dividing execution time of enterprise process into n time sections an

65、d calculating profits in each section, we can get cash flow and profit flow in the enterprise process. Their prediction is the key for the enterprise to make investment decisions and process re-engineering. Fora candidat

66、e investment project or a process to be improved, its economic lifecycle needs to be estimated first Then it is necessary to calculate income and expenditure in each time section throughout its life</p><p>　

67、　During the enterprise process execution, in addition to the investment and outcome for the process, enterprise profits are affected by the elements from external environments, such as management and revenue policies. Th

68、erefore, profit flow, which describes actual profits for the enterprise, can be inferred from cash flow. </p><p>　　3 Dynamic evaluation based on enterprise process flow analysis</p><p>　　During

69、the enterprise modeling, the proposed evaluation method supports the following two kinds of enterprise process dynamic modeling: stream-like and project-oriented. The former is characterized by a random discrete sequence

70、 to describe a specific distribution for source product arrival frequency. It can be used to describe the services in mass production in manufacturing industry. Project-oriented process is a kind of process activated by

71、an event set and ended by an event from the process. </p><p>　　This section focuses on discussion of above criteria and the evaluation model. To evaluate these different types of processes, different evaluat

72、ion criteria need to be considered. The proposed evaluation system built in process simulation and optimization environment enables dynamic analysis and evaluation of the enterprise process from time, cost, quality, serv

73、ice, efficiency, speed, and importance. In order to evaluate enterprise processes, enterprise-level decision model needs to be defined w</p><p>　　- Single criteria evaluation: The first six types of criteria

74、 will be discussed in Section 3.2. </p><p>　　- Single process evaluation: Time, quality, service, efficiency and speed are the evaluation criteria of enterprise process performance, and cost is the economic

75、evaluation criterion. They are used for single process evaluation by linear weighting approach in Section 3.3.1. </p><p>　　-Integrated processes evaluation: As a weight coefficient of comprehensive evaluatio

76、n of process, Importance will be used for comprehensive evaluation of enterprise processes and will be discussed in Section 3.3.2.</p><p>　　The element, presents the weight of the evaluation</p><p

77、>　　criterion of the business process, present the weights of time, cost, quality, service, efficiency, speed, importance of the business process. is the score of the evaluation criterion of the business process which

78、can be obtained by process simulation. Here, we first introduce a concept of Utility Function to calculate the evaluation criteria. </p><p>　　3.1 Utility function </p><p>　　Utility function is a

79、 widely used concept in economics and decision-making. To judge whether one solution is better than another, we usually compare their utilities [30]. Relationship preference ‘‘ ’’ means ‘‘similar or superior’’, ‘‘>’’

80、means “absolutely superior”. For example, x1 inferior to x2. x2 means x1 is not inferior to x2 .</p><p>　　Theorem 1. Suppose X is a topological space, then for every continuous relationship in X, there is a

81、continuous function f: X R, so as to: </p><p>　　x≥ y < = = > f(x )≥f(y)T(14) </p><p>　　This continuous function f is called a utility function in X. For an enterprise process optimization,

82、 one group of parameters (a1, a2, . . ., an) is a solution xi, and some solutions can form a feasible solution space set X, X = {x1, x2, . . ., xn}. Although enterprise process dynamic optimization cannot be modeled usin

83、g mathematical programming, the process flows information can be obtained by process simulation or enactment. Therefore, the criteria for performance evaluation and economic evalu</p><p>　　3.1.1Determination

84、 of process target’s weight. </p><p>　　This study has developed the target attainability matrix for transforming company policies and customer demands into targets of the process to get the relative importan

85、ce of process targets, i.e., components’ weights of processes target. The score of the relative importance (wi) of each process target can be calculated using the following formula: where wi is the relative importance we

86、ight for process target i; m is the number of customers’ demands; n is the number of process targets; i is the i</p><p>　　3.1.2 Analysis of process target achievement.</p><p>　　A quantitative me

87、thod is used to calculate the achievement of each process target that the operational functions complete. In process definition environment, some properties need to be defined in each activity, such as mapping of activit

88、y to process target (i.e., application component) and the attainability of each activity for each process target Aik (0 10/10) evaluated by the senior managers. Using this information, the process target achievement matr