方針管理之實施與組織績效探討—以某台商公司為例; Hoshin Kanri: A Case Study

NCUIR > School of Management at National Central University > Executive MBA > Electronic Thesis & Dissertation > Item 987654321/13521

Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/13521

Title:	方針管理之實施與組織績效探討—以某台商公司為例;Hoshin Kanri: A Case Study
Authors:	李志川;Chih-Chuan Lee
Contributors:	管理學院高階主管企管碩士班
Keywords:	組織績效;日常管理;PDCA循環;方針管理;TQM;Daily Management;Hoshin Kanri (Hoshin Planning;Policy Management;Policy Deployment;Management by Policy;Management by Planning;PDCA;Organizational Performance;TQM
Date:	2002-12-30
Issue Date:	2009-09-22 15:33:59 (UTC+8)
Publisher:	國立中央大學圖書館
Abstract:	論文提要內容：方針管理涵蓋策略規劃與年度方針展開兩個層面，策略規劃層面係從總公司經營理念、使命、範圍、政策、至遠景的形成，經由環境與趨勢分析制定中長期策略規劃而成為全公司的基本方針；年度方針展開層面係根據經營方針訂定事業單位（或公司）年度目標展開，各機能與各部門根據上一階的目標逐次展開到執行計劃的負責人，據此將策略依序展開到行動對策與戰術上。本研究以個案研究方式，深入分析個案公司實際導入方針管理的過程及其實施的結果與相關內容，以探討其成功的關鍵因素。本個案公司運用PDCA循環，將年度經營方針「從上到下」展開至各執行單位，並透過日常管理的運作落實「由下而上」的回饋機制，成功的推行方針管理必須同時結合日常管理，使之成為上下來回的「接球」管理過程。研究結果發現「共識」的重要性，歷經全員共識的形成、共識的履行、到共識的實現－是有效推行方針管理的必經途徑。經由共識的途徑，使得上下來回的接球過程更為順利，具體表現在有形的組織績效上。更重要的是使員工有明確的工作方向及清楚的職責與目標、組織的工作聚焦化、組織目標與員工目標結合、以及員工對於達成工作目標的承諾而產生自主管理的歸屬感等等無形的效益上。其整體的目標是藉由方針管理的實施邁向TQM. 本研究的結論歸納如下： 1.高階層管理者的參與和決心，是方針管理得以順利推展的最主要關鍵。 2.方針管理推行委員會，負責年度方針展開與檢討的推動與彙整，以及跨部門與跨機能的協調與整合之工作。 3.方針管理與日常管理密切的結合，是順利實施的關鍵所在。 4.教育訓練可使全員了解滿足客戶需求的重要性，以及具備為滿足客戶需求所需的技能與知識。 5.方針管理的實施主要就是在持續的改善工作上，促使公司不斷地進步。 6.由於全員參與的過程，使方針管理的運行更加順暢。 ABSTRACT The Japanese term Hoshin Kanri (or Hoshin Planning, and translated as Policy Management, Policy Deployment, Management by Policy, or Management by Planning, etc.) is a system for strategic planning level and deployment level. The strategic planning level is used to form the middle-long term policy includes objectives, strategy, and its plan. The deployment level is applied for annual policy deployment, each department managers define its strategy-actions-tactics through the upper level’s goals correspond to the high level’s objectives. PDCA (Plan, Do, Check, Action) is not only used to put the high level’s objectives top-down into daily operations, but also implemented to the daily management for continuous improvement and elevate the key issues bottom-up to the high level accordingly. Catch-ball process is linking both of top-down and bottom-up to make it success. A key meaning been found that the “consensus” of make it happened is very important for Hoshin Kanri, consensus formulation lets it have a good start, consensus fulfillment drives employees to focus on system implementation, and consensus realization grounds it on the basis。Findings from the case company obtains an obviously organizational performance in net income CAGR of 174% during the past 5 years implementation, and leads all employees to achieve company’s goal, as well as approaching to TQM. The result shows that the case company has been successfully implementing policy deployment and attributed to those of top level’s determination and participation, a specified cross-functional deployment committee, a full combination of daily management, well training, continuous improvement, and total involvement, and so forth.
Appears in Collections:	[Executive MBA] Electronic Thesis & Dissertation

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