企業獲利的目標不外乎開源與節流，在全球化的競爭環境之下，企業所能得到的利潤是微利；企業流程管理（Business Process Management，BPM）在近年來快速的發展，成為資訊系統導入之首，它所包含有流程改善及企業流程再造兩方面，藉由IT技術的輔助，將原本人工作業的流程改為電腦 輔助處理，並且將紙本文件影像化，根據最佳化的流程及自動化審批及例外處理，以增強集中化作業及提高工作效率之成效。

BPM在業界的使用甚廣，從製造業到金融服務業皆有適用，不論是在那個層面使用，包含了以下的技術：企業流程管理之概念，並結合電子文件及企業內容管理系統(Enterprise Content Management，ECM)，以集中式儲存機制儲存各資料，讓跨組織之間的資訊能夠即時及透通，並且以IT為支援企業流程管理的重要基礎，在作業流程內，均以影像或電子文件/內容方式來顯示文件資料，降低實體文件因經常調閱而損毀的機會，並節省人工傳送實體文件之時間與成本，來達到整體性的電子化流程。

此次研究的個案為壽險公司，選定保戶服務部門作為研究對象，從個案公司導入的方法、步驟及規劃，並針對單一部門做深度調查，透過分析數據的統計後可得到該部門在導入後得到具體效益及改善流程，在平均處理天數、退件率走勢、審查結案件數與實際人力比上面可以得到實際的處理時間下降及Jet Case結案比率得到一個實際的提昇。

The goal for enterprises is to gain profit. However, recently, profit significantly decreases for most corporations due to the severe competition from others in the same field. Most enterprises strive to reduce costs by improving business process. The area of Business Process Management (BMP) grows fast during the last few years and has become a hot topic for most enterprises. BMP consists of two major areas---process improvement and process reengineering. Process improvement changes manual operations to computer operations and converts paper documentation into digital documentation. Process reengineering puts emphasis on improving work efficiency through centralized operation. The basic ideas behind BMP include business management, enterprise content management, fast connection between branches, capitalized cost reduction, reducing chance of document damage, and reducing document traveling time among branches.

This study is to assess the effect of applying BMP for an insurance company with Policy Owner Service (POS) department as the studying object. We investigate a single department to focus on the effectiveness of BMP for different methods, processes, and designs. Empirical results show that significant improvements are observed in terms of average handle time for each case, case-closing rate, and human resource allocation.

中文文獻
[1]連茂森 (2006)，「企業導入商業流程管理系統之個案研究」，國立台灣科技大學資訊管理系碩士論文。
[2]陳文裕 (2008)，「BPM 導入成功模式之個案研究」， 國立中山大學資訊管理系碩士論文。
[3]張威華 (2009)，「以組織變革觀點探討企業推動商業流程管理的關鍵成功因素」，國立台灣科技大學資訊管理系碩士論文。
英文文獻
[1] Davenport, T.H. and Short, J.E. "The New Industrial Engineering: Information Technology and Business Process Redesign," Sloan Management Review, pp. 11-2, Summer 1990.
[2] Hammer, Michael. “Reengineering Work: Don’t Automate, Obliterate ,” Harvard Business Review, Jul. 1990.
[3] Hammer, Michael. and Champy, James. “Reengineering the Corporation : A Manifesto for Business Revolution, “ Harpercollins, 1st ed.,May. 1993.
[4] Hammer, Michael. “Beyond Reengineering : How the Processed-Centered Organization is Changing Our Work and Our Lives,” Collins, Sep. 1997.
[5] Miers, Derek. “BPM -- Too much BP, not enough of the M,” WfMC Workflow Handbook 2005, Future Strategies, 2005.
[6] Smith, Howard. and Fingar, Peter. “Business Process Management: The Third Wave, “ Meghan-Kiffer Press, 1st edition, Jan. 2003.
網路
[1] 華苓科技總經理 梁賓先，「BPM 與 SOA的演進與展望」
[2] 華苓科技總經理 梁賓先，「BPM≠Workflow+EAI」