筆記型電腦客製化流程再造之研究

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题名:	筆記型電腦客製化流程再造之研究
作者:	李樂群;Lee, Lo-Chun
贡献者:	高階主管企管碩士班
关键词:	筆記型電腦;流程再造;績效評估;Notebook Computer;Process Reengineering;Performance evaluation
日期:	2018-06-28
上传时间:	2018-08-31 14:29:56 (UTC+8)
出版者:	國立中央大學
摘要:	隨著攜帶式產品的擴大(Pad and smart phone)及App 軟件的快速普及，影響到年輕族群使用者輕便、快速與方便的風潮，轉而大量購買平板或智慧型手機(Pad or smart phone)。筆記型電腦的生命週期已經從導入期、成長期、成熟期進入衰退期或是轉型期，故企業營運模式的調整，組織變革，流程再造，挑戰周邊環境變遷，再進行新的商業競爭是一個重要且值得深入分析的研究主題，因此引發本研究探討的動機。本研究主要探討個案D公司如何透過流程再造，成功導入CTO，以縮短製造時間，從而增加其在商用型筆記型電腦的市場佔有率。本研究採質性研究，主要的資料來源包括次級資料的蒐集與個案D公司高階管理者深度訪談。本研究首先進行筆記型電腦的產業概況說明；其次說明個案公司的營運概況；接著分析並探討個案公司於2015年至2017年在流程改善與精進上的具體做法，最終獲得理想的績效成果。本研究針對個案公司成功地進行流程再造的過程與結果，歸納出下列三項結論：(一)管理團隊的規劃與執行力、(二)跨部門的整合與彈性化之流程再造、(三)落實顧客導向與服務附加價值的觀念。本研究對管理實務之建議如下：(一)透過策略聯盟進行市場擴張、(二)未來製造業宜朝向數位化工廠發展、(三)持續精進創新流程與資源整合。本研究對未來研究方向之建議為：(一)以量化分析進行研究、(二)持續追蹤探討個案公司之改善與執行成效、(三)深入探討未來電腦產業之發展趨勢。;With the advancement of technology and the development of smart phone, pad, and the popularity of the App software application, leading to the younger generations to the booming development of the mobile devices industry as well as numerous business opportunities in pad and smart phone industry. The life cycle of the notebook computer industry has entered the decline stage, from the introduction stage, growth stage and maturity stage. With the changes in the business environment, the adjustment of business models, organizational changes, and process reengineering are very important, and have become research topics, these were the motivation of this study. The study focuses on how case Company D can successfully apply CTOs through process reengineering to shorten manufacturing time and increase their market share. This study adopted the case study method as the research method, the data sources include the collection of secondary data and in-depth interviews with top management of company D. The study first introduced the industry overview, followed by a brief description of the operations of Company D, and then analyzes the specific practices of the case company in process improvement and refinement from the year of 2015 to 2017, and ultimately achieved a very good performance outcome. Based on the results of the successful process reengineering of Company D, this study summarizes three conclusions, including: (1) Good management and execution capabilities of the management team. (2) Good cross-sector integration and flexible process reengineering. (3) Implementing the concept of customer-oriented and provide added-value service. For the management practice, this study proposes three recommendations, including: (1) Market expansion through strategic alliances. (2) The future of manufacturing should be towards the development of digital plants. (3) It is necessary to continuously improve service processes and resource integration. Finally, this study proposes three suggestions for future research, including:(1) Quantitative studies can also be conducted. (2) Continuously tracking the improvement of Company D and evaluate its performance. (3)Explore the future development trend of the computer industry.
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