reengineering

简明释义

英[ˌriːɪnˈdʒɪnərɪŋ]美[ˌriːɪnˈdʒɪnɪrɪŋ]

n. 企业再造；再造工程；重建

v. 再设计；重新建造（reengineer 的 ing 形式）

英英释义

单词用法

同义词

反义词

例句

1.This will lead to preservation of legacy limitations of existing applications and packages, which may prevent potential reengineering in the future.

这将导致仍然保留了现有应用程序和软件包的遗留限制，从而可能导致在将来不能进行重新设计。

2.At last, the paper describe the marketing process after reengineering through twolevels and explains them in details.

文章的最后从两个层次对再造后的市场营销流程进行了设计和说明。

3.As a result, the task of reengineering data access frameworks, when moving to SOA, must be properly managed.

因此，在转向SOA时，必须对数据访问框架重建的任务进行恰当管理。

4.The goal of a reengineering project is to restructure a legacy software system so that some of its quality attributes are improved.

再造工程项目的目标是重新构造遗留软件系统，以便提高一些质量属性。

5.During the process to PE legacy system reengineering, we practice and use the reengineering theory and model.

在对PE遗留系统的再工程过程中，我们完整地实践和应用了软件再工程理论的模型方法。

6.Relationship marketing has been strongly influenced by reengineering.

关系营销一直强烈影响再造。

7.The government initiated a project for reengineering public services to make them more accessible.

政府启动了一个项目，旨在再造公共服务，使其更易获取。

8.The software team is reengineering the application to enhance user experience.

软件团队正在再造应用程序以增强用户体验。

9.After reengineering their business processes, they saw a significant reduction in costs.

在再造他们的业务流程后，他们看到成本显著降低。

10.The company is focusing on reengineering its supply chain to improve efficiency.

公司正专注于再造其供应链以提高效率。

11.Many organizations are reengineering their IT infrastructure to support remote work.

许多组织正在再造其IT基础设施以支持远程工作。

作文

In today's fast-paced business environment, companies are continually seeking ways to improve efficiency and effectiveness. One approach that has gained significant attention is reengineering, which refers to the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical measures of performance, such as cost, quality, service, and speed. Reengineering involves analyzing existing workflows and processes, identifying inefficiencies, and implementing innovative solutions to enhance productivity and competitiveness.The concept of reengineering was popularized in the early 1990s by Michael Hammer and James Champy in their book "Reengineering the Corporation." They argued that traditional management practices often led to fragmented processes and bureaucratic inefficiencies. As a result, organizations needed to rethink their strategies and embrace a holistic approach to process improvement. This meant not only making incremental changes but also fundamentally transforming how work is done.One key aspect of reengineering is the focus on customer needs. Successful reengineering initiatives start with a clear understanding of what customers value and how they interact with the organization. By prioritizing customer satisfaction, companies can design processes that deliver better products and services more efficiently. For example, a company might streamline its order fulfillment process to reduce delivery times, thereby enhancing the overall customer experience.Another important element of reengineering is the use of technology. Advances in information technology have provided organizations with powerful tools to automate processes, gather data, and facilitate communication. By leveraging these technologies, companies can eliminate manual tasks, reduce errors, and improve decision-making. For instance, implementing a new software system can enable real-time tracking of inventory, allowing businesses to respond quickly to changes in demand.However, reengineering is not without its challenges. One of the most significant hurdles organizations face is resistance to change. Employees may feel threatened by the prospect of new processes or technologies, leading to pushback and reluctance to adopt new ways of working. To overcome this resistance, effective change management strategies are essential. This includes providing training and support to employees, involving them in the reengineering process, and communicating the benefits of the changes clearly.Moreover, reengineering requires strong leadership commitment. Leaders must champion the initiative, allocate resources, and create a culture that embraces innovation and continuous improvement. Without this support, reengineering efforts may falter, and organizations may miss out on the opportunity to achieve significant gains.In conclusion, reengineering is a powerful approach for organizations looking to enhance their performance and remain competitive in today’s dynamic market. By fundamentally rethinking their processes and focusing on customer needs, companies can achieve remarkable improvements in efficiency and effectiveness. While the journey of reengineering may be fraught with challenges, the potential rewards make it a worthwhile endeavor for any organization aiming for long-term success.

在当今快速发展的商业环境中，公司不断寻求提高效率和有效性的方法。一种受到广泛关注的方法是再造，它指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、服务和速度等关键绩效指标上实现显著改善。再造涉及分析现有的工作流程和过程，识别低效之处，并实施创新解决方案以提高生产力和竞争力。再造的概念在1990年代初由迈克尔·哈默和詹姆斯·昌皮在他们的书《企业再造》中推广。他们认为，传统的管理实践往往导致流程碎片化和官僚主义的低效。因此，组织需要重新思考其战略，采用一种整体的方法来改善流程。这意味着不仅要进行渐进式的变化，还要从根本上转变工作方式。再造的一个关键方面是关注客户需求。成功的再造举措始于对客户重视的清晰理解以及他们与组织的互动方式。通过优先考虑客户满意度，公司可以设计出更高效地提供更好产品和服务的流程。例如，一家公司可能会简化其订单履行流程，以缩短交货时间，从而提升整体客户体验。再造的另一个重要元素是技术的使用。信息技术的进步为组织提供了强大的工具，以自动化流程、收集数据和促进沟通。通过利用这些技术，公司可以消除手动任务、减少错误并改善决策。例如，实施新的软件系统可以实现实时库存跟踪，使企业能够快速响应需求变化。然而，再造并非没有挑战。组织面临的一个重大障碍是对变革的抵制。员工可能会因新流程或新技术的前景而感到威胁，导致反对和不愿意接受新的工作方式。为了克服这种抵制，有效的变革管理策略至关重要。这包括为员工提供培训和支持，让他们参与到再造过程中，并清晰地传达变革的好处。此外，再造需要强有力的领导承诺。领导者必须支持这一举措，分配资源，并创造一种拥抱创新和持续改进的文化。如果没有这种支持，再造的努力可能会失败，组织可能会错失实现显著收益的机会。总之，再造是组织希望提升业绩并在当今动态市场中保持竞争力的一种强大方法。通过从根本上重新思考他们的流程并关注客户需求，公司可以在效率和有效性上取得显著改善。尽管再造的过程可能面临诸多挑战，但潜在的回报使其成为任何追求长期成功的组织值得一试的努力。