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annahit木虫 (正式写手)
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[求助]
求助一段英译汉，谢谢
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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
禁虫 (正式写手)
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【答案】应助回帖
annahit(金币+40, 翻译EPI+1): 2011-09-16 18:55:28
| 在完善的过程中所涉及的所有部件有一个明确的定义，并且每个都可以做进一步的分析和修改。 BPR作为一个成本耗费的基础是一个新旧体制之间的的过渡。BPR的提出，一个企业通过改变它的运营模式，能从IT投资得到更大的价值。而不是用它来自动化现有的业务流程，它被用来重新思考和从根本上重新设计关键业务流程来显著地提高性能。自上而下的方法，建立了一个强有力的执行购买和简化的变化过程本身。BPR的核心观点是改变了整个过程，而不只是提高了它的一部分。ISLM和BPR都以他们各自的方式进入企业环境，都努力提高业务流程，更好地满足客户的要求，或添加有竞争优势项目。企业再造计划往往侧重于革命性的关键性能标准，如成本，交货期，质量等，ISLM举措主要集中在改善信息的流动，或了解如何这些信息是如何被使用的。 |
2楼2011-09-16 18:41:57
