I 摘要 组织一词是人们为实现一定目标、任务和形式编制起来，相互协作，有意 识结合而成的团体或集体。一个团体或集体成立当初，各系统、各模块之间的 业务活动是一个未经实践验证的，一个理想化下的团队结构形式。 随着时间的推移，各系统、各模块之间的流程运作逐步紧密，加之企业要 发展，业务活动量和内外部环境的变化，构思的组织在实际应用中暴露出诸多 问题，实际生产偏离组织计划，从而导致执行力不足、生产力下降等问题，影 响企业生存。要使这种现象被改变，管理者们应根据企业本身存在的问题和未 来发展的方向，有目的、有意识的进行以组织变革为中心的业务流程再造，进 而使企业获得竞争活力与生机，因此业务流程再造在企业运行过程中逐步应运 而生。 由于Y地铁公司车辆检修工作近期线网规模扩大、业务量增多，近2年来 员工数量由1992人增加到3104人，车辆及其辅助设备增加了近1倍，不同车 间的同工种设备维护保养作业标准不一致、车辆架修工序之间衔接不紧密以及 地铁车辆检修工作辅助性设施设备作业计划的申报、审批等流程因作业临时变 更增加工作难度，使施工作业计划与实际生产产生偏离，计划难以兑现，固有 的车辆检修模式不适应组织机构，由此陷入执行低下、人力成本高的困境。 从问题出发，本文从组织结构上对Y地铁车辆检修工作的业务模块进行归 类分析，对生产业务流程再造展开研究。针对车辆日常的检修业务，从修程模 式进行维修周期的优化，地铁车辆检修模式一定程度上决定了检修的组织结构， 从而优化修程周期关键要因，达到流程再造目的；针对车辆架修业务，通过计 算机进行车辆架修生产规划求解，找出车辆架修人力成本最小时各工序对应的 最小时间和最少人数，形成部分新的组织，通过流程设计，达到流程再造的目 的；针对车辆设备设施维护使用业务，使用现有信息技术协助异地请销点、计 划施工流程流转，通过信息化传达业务活动中的信息，优化原有调度办公地点 的固定、纸质流程流转缓慢等现象，提升业务流转效率。经过分析车辆检修流 程中存在的问题，通过流程再造巩固生产活动流程，形成新的流程。 重塑后的流程，职责、分工明确，简少了生产活动业务流程成本，生产业 摘要 II 务从输入经过业务流程活动到输出效率提升，在企业的实际运行中取得良好效 果，同时也为流程再造理论在我国地铁欧亿·体育（中国）有限公司的实际应用中增添了新的案例。 关键词：车辆检修 ； 组织变革 ； 流程再造 ；效率提升 Abstract III Abstract The "organization" refers to a group or collective formed by people in order to achieve certain goals, tasks and forms. When a group or collective is first established, the business activities between various systems and modules is an untested and idealized form of team structure. With the passage of time, the process operation between the systems and modules is gradually close, coupled with the development of the enterprise, the amount of business activities and the change of the internal and external environment, some problems in the practical application of the conceived organization will be reflected, which will slowly affect the planning of the organization and the practical production, which leads to the decline of productivity, the lack of execution and even related to the survival of the enterprise. In order to change this phenomenon, managers should consciously carry out organizational change centered on business process according to the existing problems of enterprises and the direction of future development, so that enterprises can gain vitality and competitiveness, In this case, business process reengineering emerges as the times require step by step in the process of enterprise operation. Due to the recent expansion of the scale of the line network and the increase in business volume, the number of employees has increased from 1992 to 3104 in the past two years, and the number of vehicles and their auxiliary equipment has nearly doubled. The original organizational form is difficult to meet the changes in the internal and external environment of the company, the difficulty of some business process management is increased, the standards of equipment maintenance and maintenance in different workshops of the same type of work are inconsistent, and the construction operation plan deviates from the actual production. The solidification of vehicle maintenance mode leads to the rigidity of organization and organization, the lack of close connection between vehicle frame repair processes, and the fact that the business operation plan, declaration, examination and approval, material access and other processes of vehicle auxiliary equipment and facilities can not be well followed Abstract IV by the temporary change of operation and quickly transmit the correct information, which increases the workload of temporary coordination and its uncontrollable factors, which makes it inevitable that the plan will be realized. Therefore, the execution of planned work is not strong, and the human cost of vehicle maintenance is high. This paper, through the research, finds out the problems existing in the maintenance of the vehicle in the Y metro, and the process of the existing business module and the process of the business module which may be generated in the later stage are classified and analyzed. From the structure of the organization to the change, the mode of production business is discussed, the daily maintenance of the vehicle is discussed, the maintenance period of the vehicle is optimized, and the maintenance mode of the metro vehicle determines the structure of the overhaul organization to a certain extent, so as to optimize the key of the repair cycle. the purpose of the process re-engineering is achieved; the vehicle frame repair service is contested, the vehicle frame repair production planning solution is carried out through a computer, the minimum time and the minimum number corresponding to the operation procedures of the vehicle frame repair manpower cost are found out, a part of the new organization is formed, and the process design is adopted, the purpose of the process re-engineering is achieved; the service for maintaining and using the vehicle equipment is achieved; the existing information technology is used to assist the off-site contact point, the construction process flow is planned, the information in the business activity is conveyed through the informatization, and the fixing of the original maintenance and dispatching office location is optimized, The paper process flow is slow and the like, and the service flow efficiency is improved. Through the analysis of the existing problems in the vehicle maintenance process, the process of production activity is consolidated through the process reconstruction, and a new process reconstruction is formed. After reshaping the business process, the responsibility division is clear and the division of labor is clear, which simplifies the business process cost of production activities, improves the production business from input through business process activities to output efficiency, and achieves good results in the actual operation of Abstract V enterprises. at the same time, it is also a new case of the practical application of process reengineering theory in the subway industry of our country. Key words: vehicle maintenance; organizational change; process reengineering; efficiency improvement 目录 VI 目录 摘要 ................................................. I Abstract ............................................... III 目录 ................................................ VI 第一章 绪论 .............................................. 1 第一节 研究背景 ................................................... 1 第二节 研究意义和目的 ............................................. 6 第三节 国内外文献综述 ............................................ 10 第四节 研究方法和技术路线 ........................................ 12 一、研究方法 ................................................... 12 二、技术路线 ................................................... 13 第五节 研究内容与框架 ............................................ 14 第二章 理论基础与模式借鉴 ............................... 15 第一节 流程再造理论 .............................................. 15 第二节 以组织变革为中心的流程再造步骤 ............................ 19 一、实施原则 ................................................... 19 二、实施步骤 ........................................