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    Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/61806


    Title: 建構流程管理系統之研究-以一偏光片製造商為例;The implementation of business process management system of a manufacturer of polarizer film
    Authors: 邱荷欽;Chiu,Ho-Chin
    Contributors: 工業管理研究所在職專班
    Keywords: 流程管理
    Date: 2013-11-26
    Issue Date: 2014-02-13 17:39:50 (UTC+8)
    Publisher: 國立中央大學
    Abstract: 企業流程管理(Business Process Management,BPM),分解字面含意“企業”較常見的用法泛指各種獨立的、營利性的組織,並可進一步分為公司和非公司企業,後者如合夥企業、個人獨資企業、個體工商戶等;“流程”是指一系列邏輯相關的活動之結合,包含一系列的輸入/輸出、處理活動、交接等;因此“企業流程管理”主要是對企業內部改革,改變企業職能管理機構重疊、中間層次多、流程不閉、重複循環等,使每個流程可從頭至尾由一個職能機構管理,做到機構不重疊、業務不重覆,達到縮短流程周期、節約運作資本的作用,最終希望提高顧客滿意度和公司的市場競爭能力並達到提高企業績效的目的。
    其BPM改善方法又區分為企業流程再造(Business Process Re-engineering,BPR)與企業流程改善(Business Process Improvement,BPI)二種方法論。BPR顧名思義就是將現有的流程架構打掉,重新打造一個全新的流程,BPR通常是基於企業政策的改變或企業未來的願景,對現行的企業流程進行根本性的思考與徹底的再設計,「由上而下」所採取的強力作為,使企業在成本、品質、服務與速度獲得突破性的改善。
    而相對於BPR打掉重來的高失敗風險,BPI就顯得溫和許多,它是企業在日常作業中不斷改善流程,以達到立竿見影效果的一套系統方法,可以「由上而下」推展,也可以「由下而上」堆砌,屬於比較循序漸進的策略。
    本文的重點即是運用BPI的實施的方法,改善所服務的公司現有流程,建立BPMS以期望提升公司競爭力及使持續獲利,預計先針對個案公司內的組織流程,主要的採購作業流程,使用ARIS畫出流程圖描述各環節規範,以BPM邏輯思考,確定再造的流程範圍,最後採用ECRS技巧Elimination (取消)、Combination(合併)、Rearrangement(重排)和Simplification(簡化)四種技巧進行新流程設計,最後將設計流程討論優缺點與效益,評估改善個案公司的流程。
    BPM (Business Process Management), Decomposition of the literal meaning of "enterprise" the more common usage refers to a variety of independent, for-profit organizations, and can be further divided into companies and unincorporated businesses, which, as a partnership, individual enterprises and individual industrial and commercial households
    "process" refers to a series of logical combination of activities, including a wide range of input / output processing activities, handover
    "business process management" major internal reform of enterprises, to change the corporate functions overlapping regulatory agencies, intermediate level, the process is not closed, repeat the cycle, so that each process can be managed from start to finish by a functional body, bodies do not overlap, the business does not repeat, to shorten the process cycle, saving the operation of the role of capital ultimately, to improve customer satisfaction and company competitiveness in the market and achieve the purpose of improving business performance.
    BPM improvement and is divided into two kinds of Business Process Reengineering (BPR) and Business Process Improvement (BPI) methodology. BPR name suggests is to knock down the existing process architecture, recreate a new process, BPR is usually based on corporate policy changes or corporate vision for the future, the existing business process fundamental thinking and thorough redesign, "by top-down "to take strong as to make breakthrough improvements in cost, quality, service and speed.
    About knock down the all system to the high risk of failure for BPR, BPI is moderate, it is a systematic approach in the day-to-day operations, process improvement, in order to achieve an immediate effect, "top-down" promote, "bottom-up" stuffing, is a step-by-step strategy.
    The focus of this paper is the use of BPI implementation approach, the company's existing processes to improve the services, the establishment of BPMS expected to enhance the company's competitiveness and make consistent profits, it is expected that the first organizational processes for the case company, the main procurement operations processes, ARIS process flow charts describe the various aspects of norms, BPM logical thinking, determine the range of the recycling process, and finally ECRS skills Elimination Combination, rearrangement and Simplification four language skills the new process design, will discuss the advantages and disadvantages of the design process and benefits assessment to improve the process of the case study of A company
    Appears in Collections:[工業管理研究所碩士在職專班 ] 博碩士論文

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