企業集團總管理處流程再造探討─以營建工程部門為例

NCUIR > School of Management at National Central University > Executive MBA > Electronic Thesis & Dissertation > Item 987654321/53281

Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/53281

Title:	企業集團總管理處流程再造探討─以營建工程部門為例
Authors:	李玉庭;Yu-ting Lee
Contributors:	管理學院高階主管企管碩士班
Keywords:	流程再;幕僚單位;administration group;BPR;business process reengineering
Date:	2012-05-24
Issue Date:	2012-06-15 20:37:46 (UTC+8)
Abstract:	台灣為一開發中正面臨經濟轉型的國家，為台灣創下經濟奇蹟的傳統產業也進入了產業生命週期中之衰退期與轉型期，甚或是滅亡期，亟需產業轉型注入新的活力。在政府所喊出「拼經濟」並提出各項經濟政策中，皆以扶植「新興產業」或「科技產業」為主要對象。然根據Philip Kotler 等人(1997)在國家行銷(The Marketing of Nations)一書中所說，各國政府需隨時修訂產業組合，除制定能吸引高附加價值與生產力的新興產業政策外，也需讓處於高度競爭但實力堅強的產業再現活力，台灣的石化業即是屬於需再現產業活力的傳統行業。本研究係以石化企業集團之營建工程專業幕僚部門為案例，在既有規章及作業制度無法做大幅修改的情況下，以Hammer於1993年針對企業流程再造之施行四階段為架構，探討研究對象現有之作業流程。針對現有部門作業流程透過作業-組織關係矩陣表分析其合理性，將流程作業項目重複發生、流程動線跨多部門或流程動線在參與該作業流程單位間重複來回流動之流程施以再造簡化流程。並統計案例比較流程再造前後之流程作業時程，以確認流程再造後之新流程績效。本研究發現，企業集團之營建技術幕僚單位雖係滿足集團之營建專業技術需求為主之部門，且各項作業程序皆需遵循企業集團之既有種種規章制度運作，非公司之主要價值創造者。然透過流程再造之實施程序，對現有之作業流程加以分析並做合理之調整，亦能有效的提升服務績效。故傳統產業之從業者，雖非身處亮麗之「明星產業」，然只要用對工具及方法，針對與己身工作有關之作業流程加以分析再造，必能獲得相當成果。相信這符合政府「加速推動產業轉型升級，提昇台灣產業競爭力」之政策目標，也與台灣經營之神王永慶所說「追根究柢，止於至善」；鴻海集團董事長郭台銘所言「魔鬼藏在細節裏」之意涵不謀而合。Taiwan is a developing country in the stage of economic transition. At the same time, traditional industries that have once created “Taiwan Economic Miracle,” are experiencing the recession and transition stages of their industrial life cycles; some of them have even come to the end, and urgently need to explore new possible fields for their transition. In each of the government policies that focus on economy, the “Emerging industry” or “High-tech industry” always come first. However, according to The Marketing of Nations by Philip Kotler et al. (1997), governments from different countries need to amend the industrial portfolio, not only to set policies to attract high value-added and high productivity industries, but to also help the highly competitive industries in regaining its vitality. One notable example of these industries is Taiwan’s petrochemical industry, which is the focus of this research. This research is based on the construction engineering department of the group administration office in a petrochemical enterprise, given the fact that current rules and regulations of the system are unable to make substantial revision. The research model is analyzed by adopting Hammer’s (1993) Business Process Reengineering (BPR) concept and categorizing four components of an organization; focused on the current business process and analyze its rationality based on the process - organization relationship table, in the end to determine and simplify the repetitive jobs of the work process and cross-functional interaction. The success of this reengineering effort is then verified by comparing the time efficiency before and after the process view reform. The research finds that though construction engineering department of the group administration office may fulfill technical supports by following current rules and regulations of the system, they do not function as an enterprise value provider. Yet in the course of process view, following series of evaluation and proper adjustment, the department is still able to advance their service performance. For employees in traditional industries, they may still deliver considerably outcome with proper implements and approach to reengineer their working process. This outcome corresponds to the government policies of “Expedite the process of industry reforming and upgrading; enhance the competitive strength of Taiwan industries”. Furthermore, demonstrating the business philosophy of the Taiwan legendary entrepreneur Y.C. Wang, “inquiring into the root of the matter, and aim at the summon bonum”; and of Foxconn Technology Group President Terry Gou, “the devil is in the details”
Appears in Collections:	[Executive MBA] Electronic Thesis & Dissertation

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