留学生essay代写范例：Process Benchmarking and Process Reengineering
留学生essay代写范例-流程基准与流程再造。本文是一篇由本站代写服务提供的essay代写参考，主要内容是讲述流程基准测试和流程再造都是开发需求和设定目标的常用方法。两种方法都是为了改善组织的运营而制定的。基准测试包括对公司运营所在行业的其他组织所遵循的最佳实践进行深入研究，它有助于将组织的活动分解为流程运营，并将其修改为特定运营的最佳实践。下面就一起来看一下这篇留学生essay代写范例。
Introduction 介绍
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.
流程基准测试和流程再造都是开发需求和设定目标的常用方法。这两种方法都是为了改善组织的运营而制定的。Feldmann Clarence说，基准测试涉及将一家公司的流程与另一家公司进行比较，而再造则涉及重新设计运营流程。G、 （1998年）。基准测试包括对公司运营所在行业的其他组织所遵循的最佳实践进行深入研究，它有助于将组织的活动分解为流程运营，并将其修改为特定运营的最佳实践。
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.
对于那些不是专家的人来说，这些流程基准测试和流程再造是完全不同的事情，但对于专家来说，它们有一些共同点。甚至在流程再造的一个步骤中也使用了基准测试。
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.
流程再造基准是开发需求和设定目标的一种流行方法。一般来说，基准可以被视为衡量一家公司与各自行业领导者的业绩，它有助于了解行业领导者公司如何在其流程中实现卓越，然后将这些信息作为自己公司使命中流程的参考，长期和短期战略以及实施。基准测试包括对fir运营所在行业的组织所遵循的最佳实践进行深入研究。它有助于将组织的活动分解为流程操作，并针对特定操作将其修改为同类最佳。
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.
业务流程再造主要用于处于灾难边缘的公司，主要用于削减成本和重回盈利轨道。
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.
再造和基准项目与其他任何重大项目一样。它们需要灵活应用，并应适应获取必要信息的新技术和方法。重新工程和基准测试是基于迭代的，几乎不可能一次性应用这些过程。
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发生的所有变化背后的驱动力是两个C：客户和竞争。客户的需求每天都在变化，客户需求的这种变化不时给公司带来新的挑战，因此公司必须相应地改变或修改其向客户提供的产品。那些能够在更短的时间和更低的成本内做到这一点的公司最终成为行业领导者。
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.
企业根据其短期和长期战略制定其使命和愿景，为了实现这些目标，企业需要适应不断变化的环境。我们已经看到日本公司在汽车和电子零部件领域占据主导地位，日本公司相对于世界其他公司占据主导地位的原因是他们的技术。他们改变事物的速度很快，他们的员工也很快接受了这些变化。
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.
有些人认为这些技术是无用的，但也有一些公司成功地实现了这些技术，并向世界证明了这些技术是有效的和可实施的。
History 历史
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世纪90年代，当时麻省理工学院（MIT）进行了题为“1990年的管理”的研究。这项研究的唯一目的是了解信息技术组织在那段时间里所扮演的角色。从那时起，人们对再造进行了大量的研究，不同的作者对再造有不同的看法，这引起了许多作者的争议和分歧。有一些人，比如Druker，认为应该使用新的创新概念来优化所有运营的生产力，而也有一些人认为再造是一种误解，很快就会消失。
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世纪80年代，弗雷德里克·泰勒提出，管理者使用流程再造来发现执行工作的最佳流程，从而提高整个运营的生产力。19世纪初，Henri Fayol提出了再造的概念，并将其解释为通过找到执行工作的最佳流程，从所有可用资源中获得最佳优势的概念。
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时代，技术有点受限，大公司很难以跨职能或跨部门的方式设计流程。
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.
“基准测试”一词源于皮匠用来标记客户脚的大小的一系列活动。为了测量脚的尺寸，他们过去常常要求客户把脚放在“长凳”上，这样他们就可以用笔“标记”脚。在基准测试中，将一家公司的流程与行业领导者的流程进行比较，以了解这些行业领导者的实践和运作方式，并修改他们自己的流程。
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.
尽管这项技术在我们的时代取得了巨大成功，但Taylor和Fayol等专家提出的概念仍然适用，并被所有大型组织用于优化运营生产力。
Definitions 定义
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.
基准测试和再造都广受欢迎，并在世界各地进行实践。对于不是专家的人来说，这两个术语听起来不同，但实际上这两种技术有很多共同点，重新设计可以从与基准测试的集成中受益匪浅。
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.
不同的作者对再造和基准的定义不同，因为他们对流程、组织变革和竞争的看法不同。他们在定义中包括了流程变革的概念，并包括了重新思考、重组和精简流程等术语，以通过减少流程时间和成本来获得最大生产力，从而提高质量和客户满意度。
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.
基准是将一家公司的业务流程与行业领导者的最佳业务流程进行比较的过程。基准测试通常包括比较流程的时间、成本和质量，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
这些再造定义中最受欢迎的是“对业务流程进行根本性的重新思考和彻底的重新设计，以在成本、质量、服务和速度等关键的现代绩效指标上实现显著改进
Both the processes i.e. benchmarking and reengineering have a lot in common. The benefits of using these methodologies come mainly in two areas:
基准测试和再造这两个过程有很多共同点。使用这些方法的好处主要体现在两个方面：
1. Selecting processes which needs to be reengineered is done by benchmarking studies rather than by arbitrarily looking for domain experts.
1.选择需要重新设计的流程是通过基准研究而不是任意寻找领域专家来完成的。
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.重组总是以这样一种方式进行的，因此整个过程应该以客户为中心。为此考虑了内部和外部因素的输入。基准可以通过引入领先公司的经验来加强这一过程。
This definition of reengineering includes four essential points which can be summarised as follows:
再造的定义包括四个要点，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?”
在进行再造的同时，商业官员必须问他们关于业务的基本问题，比如“他们的业务是什么”？“他们想在业务中做什么？”？以及“他们想改变什么？”
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.
提出这些问题可以使企业运营更加清晰，并迫使人们审视其组织开展业务所遵循的策略规则。
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.
再造分为两个步骤。首先，它决定了公司必须为改进做什么，其次，他们必须如何做。再造什么都不接受，它忽略了它是什么样子，而是专注于它应该是什么样子。
Radical Redesign 激进的重新设计
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.
彻底的重新设计意味着深入事物的细节，而不是对已经存在的事物进行肤浅的安排，而是深入事物的根源，寻找新的创新和有效的方法来更有效地做同样的事情。
Dramatic improvements 显著改进
It is often said that business reengineering is about the business reinvention and not about business enhancement, business improvement or business modification.
人们常说，业务再造是关于业务的重塑，而不是关于业务增强、业务改进或业务修改。
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，再造不是进行小的改进，而是进行大的、有效的和显著的改变，以实现性能的巨大飞跃。
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.
运营的微调需要边际改进，但只有在需要大幅改进的情况下才能进行再造。只有在需要大刀阔斧的改进（包括用新事物改变旧事物）的情况下，才应该进行再造。
Processes 过程
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”一词是再造的核心，它给组织的大多数管理者带来了困难，因为大多数管理者都是以工作为导向，而不是以流程为导向。以工作为导向的管理者主要关注手头的工作（任务），而不是工作所涉及的过程。业务流程是一系列活动的集合，这些活动接受不同类型的输入，并创建对组织的客户或客户有价值的输出。再造不仅关注组织的不同部门，也关注整个组织，因为再造可以看到工作从组织的一个部门转移到另一个部门的全貌，同时关注途中的运营障碍。
Steps involved in Process Benchmarking
流程基准制定中涉及的步骤
Process benchmarking methodology mainly includes the following steps,
过程基准测试方法主要包括以下步骤，
Identifying problem areas
识别问题领域
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.
过程基准测试需要以信息的形式进行输入，以便进行比较。基准测试过程所需的信息类型取决于需要比较的过程。一系列的研究技术被用于信息的处理，以便能够快速有效地进行比较。它包括获取所有必要来源的信息。客户对任何业务都至关重要，是公司的最佳信息来源，因此应包括他们的输入，流程的设计应包括他们提出的建议，流程应处理与流程相关的问题。在这项工作中，基于一对一访谈和小组访谈的探索性研究有时会非常有用。
2. Identifying industries with similar processes
2.识别流程相似的行业
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.
在这一步中，我们寻找具有类似流程的行业。有时，不同的行业使用一些类似的流程，在这种情况下，可以从其他公司中选择公司来比较特定的流程。比如说锅炉用于水泥工业和制糖工业。因此，制糖公司可以将其锅炉处理蒸汽的操作与水泥行业的锅炉处理蒸汽进行比较。
3. Identifying industry leaders in these areas
3.确定这些领域的行业领导者
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.
在这一步中，我们寻找那些必须与之进行流程比较的公司。通常选择行业领导者进行比较，这是因为他们的卓越流程对任何公司的整体业绩都起着至关重要的作用。对于这一点，必须通过研究，公司的客户、员工和互联网才能获得这些信息。
4. Involving domain experts for measures and practices
4.让领域专家参与措施和实践
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.
领域专家和调查公司在选择可比公司和流程时非常有用，因为他们擅长获取信息和掩盖客户公司的机密信息，为客户提供数据盗窃安全。
5. Visit companies to find their “best practices”
5.访问公司，了解其“最佳实践”
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.
在这一步中，人们需要访问不同的公司，那些在该行业被认为是好公司的公司。在访问期间，他应该注意到公司遵循的所有最佳实践，并从逻辑上思考他是否可以在公司中应用这些实践，因为每个组织的性质都不同。一般来说，公司很容易交换这些细节和信息，这对基准小组的所有成员都有帮助。
6. Implement new and improved business practices
6.实施新的和改进的业务实践
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业务流程和其他领先公司的最佳实践后，可以将自己公司的运营流程与领先公司进行比较。
Steps involved in Reengineering
再造中涉及的步骤
Planning for reengineering
再造计划
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.
规划和准备对于任何流程或事件的成功都起着至关重要的作用，这同样适用于再造。在应用业务流程再造之前，人们应该问他，再造是必要的吗？马诺伊·马尔霍特拉。，由于再造涉及重大变革，而不是小的改进，而且可能包括高昂的成本，因此应该迫切需要再造。这一步骤始于企业高管对流程再造的共识。在再造过程中，流程以这样一种方式进行再造，即它们与公司的使命和愿景声明协同工作。了解客户的期望是最重要的，因为流程需要以最大化客户满意度的方式进行重新设计。
Mapping and Analysing As-Is Process 按原样绘制和分析流程
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.
在对任何流程进行再造之前，再造团队都应该了解现有的流程。业务流程再造的重点是带来巨大的变化。流程再造不适合微小而缓慢的变化。许多人主张应该是“未来”分析，而不是“假设”分析。
The usefulness of this step is in identifying anything that prevents the process from
此步骤的作用在于识别任何阻止流程
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.
实现期望的结果，特别是组织或人员与增值流程之间的信息传递，并通过使用用于创建和记录活动和流程模型的不同模型来实现。然后使用基于活动的成本计算法来计算每个活动所消耗的时间量和成本量。
Designing To-Be process 设计成为过程
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.
这一阶段首先要在当前形势下寻找与组织战略目标相适应的替代方案。该阶段的第一部分从基准测试开始，即将该公司与同行业的其他公司进行比较。一般做法是选择行业领导者进行比较，以便公司能够使用其最佳实践。这不是从同一行业中选择公司进行比较的必要条件，一旦可以从任何流程相似的行业中选择任何公司。例如，纺织厂和食品加工业都使用反渗透技术（工艺）来净化水；因此可以对它们进行水处理过程的比较。接下来，我们进行基于活动的成本分析，以分析不同流程所涉及的时间和成本。一旦ABC分析完成，将使用不同的建模技术准备未来模型。重要的是要知道，这种建模是一个迭代过程，并且为分析准备了不同的未来模型。最后，我们制作了权衡矩阵来选择最佳的未来场景。
Implementing Reengineered Process 实施再造流程
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.
实施阶段是再造遇到最大阻力的阶段。这是因为环境不易改变，因此，这是再造所有阶段中最困难的阶段。由于公司在规划阶段投入了大量时间并产生了沉重的费用，因此有理由投资于公司员工的文化变革培训计划。赢得所有员工的心并激励他们是流程再造的关键。
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.
下一步是制定一个过渡计划，从原样过渡到重新设计过程。该计划的选择应符合公司的长期战略。实施信息技术支持再造是流程再造的必然要求。使用工作分解结构技术将再造所需完成的总工作量分解为不同的组件，并对这些单独的组件进行处理。
Improve Process Continuously 不断改进流程
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.
任何再造过程的最后但最重要的阶段是对过程和来自修改/改进过程的结果的持续监控。如果与预期和实际存在偏差，则应立即予以处理。再造的绩效是通过企业通过再造获得的竞争优势、员工的满意度和承诺管理的表现来衡量的。
Criticism 批评
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.
与任何新概念一样，有赞成者，也有反对者或批评者，基准测试和流程再造也不例外。这些技术不应用于为公司设定目标，那些负责实现公司变革的人应该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.
流程基准测试和流程再造引起的批评之一是，它们激励企业监视竞争对手的企业，并迫使企业复制其他企业。但这种说法并不正确，因为这些方法对企业获得竞争优势很有用，而且有助于向企业了解其他企业正在做什么。
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.
一些组织不使用流程再造和流程基准测试，因为他们认为如果某个东西没有坏，就不需要修复。这是因为当公司的财务业绩良好时，人们会抵制这种变化，不再将自己与竞争对手进行比较。
When the financial performance of the company is good, they have a tendency to resist change and not worry about competitors.
当公司的财务表现良好时，他们有抗拒变革的倾向，不担心竞争对手。
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，基准测试是经理工作描述的一部分。这就是日本人如何在世界各地的汽车和电子行业中获得竞争优势的原因。
Conclusion 结论
Superior processes, customer satisfaction and strong management leadership are essential for any business firm to be successful.
卓越的流程、客户满意度和强大的管理领导力对任何商业公司的成功都至关重要。
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.
当需要获得成功时，所有组织都可以使用重组和基准测试技术。这些技术都不是奇迹，也不能快速解决企业面临的问题。人们需要投入资金和时间来实施它们。但只有金钱和时间并不能保证这些技术的成功实施。对于每一家企业来说，客户满意度都是关键，这两种技术都以内部和外部客户为中心。除非人们不接受这种改变，否则任何企业都不能使用任何技术即兴发挥，因此改变人们的态度是关键。Hammer，M.，Champy.J.（1993）说，50%到70%的再造工作未能达到预期的显著效果，而那些成功实施再造的人正在从中受益。
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.
规划在任何技术实施中都发挥着至关重要的作用。有时，人们设定了很高的标准，但在实施后却没有达到。未能实现先前设定的目标不应被称为不成功的实施，而应称为低效的规划。
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，不仅被认为极具竞争力的私营公司，上市公司也在使用这些技术。日本汽车和电子元件公司主宰着世界所有市场；它们之所以占据优势，是因为它们变化很快，而且适应变化也很快。在一个快速变化的世界里，组织必须改变其优先事项，从传统的专注于规划、控制和管理增长，转向强调速度、创新、灵活性、质量、服务和成本。几乎不可能将组织改造成这种新的现实。重组和基准测试是企业唯一可用的解决方案。对于每一家公司来说，客户和竞争是最重要的。由于客户的需求随着环境的快速变化而变化，企业必须改变自己来满足客户的需求。如果他们不改变，他们的竞争对手就会改变，满足客户的需求。
“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，也不在于变化，而在于两者之间的辩证法”，Octavio Paz 1914-1998。因此，在使用这些技术之前，应该问问自己需要改变什么以及为什么需要改变。
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