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    Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/84055


    Title: 應用當責觀點建構即時運算及自動化平台之研究 — 以 A 公司 ERP 物料供需流程改善為例;Applying Perspectives of Accountability to Build the Real-time Computing and Automation Platform: Improvement of Supply and Demand Process of ERP Material in Company A
    Authors: 古清輝;Ku, Ching-Hui
    Contributors: 資訊管理學系在職專班
    Keywords: 即時運算;自動化平台;物料需求規劃;企業流程再造;當責;穀倉效應;Real-time Computing;Automation Platform;MRP;BPR;Accountability;Silo Effect
    Date: 2020-07-06
    Issue Date: 2020-09-02 17:59:31 (UTC+8)
    Publisher: 國立中央大學
    Abstract: 本研究以A公司為個案研究對象,為工業電腦上市公司,在台灣生產製造,自創品牌行銷國際,具有「少量多樣」、「高度客製化」與「重視服務」特性,所以即時回應客戶需求變得非常重要。面臨競爭對手威脅及如何提高產品市場佔有率,需要有效地協調需求與供給,快速回應客戶的需求。基於個案公司當初導入ERP 系統,因客製化過多單據、列印及簽核確認的步驟流程,導致在途中未簽核單據無法即時運算供需,因缺乏即時性資訊,會造成延遲購料與重複購料的問題。採購到貨與外包到貨資訊無法即時掌握第一時間到貨、檢驗的狀態;另外頻繁的變更單據,更需要即時運算來更新資訊。
    生管單位、物控單位與採購單位,面臨這些物料供需問題常常會有權責與溝通上的問題發生,彼此事後追究責任,缺乏橫向溝通機制,如同一座座穀倉,造成穀倉效應。
    如何解決穀倉效應、且權責分明即時反應問題及解決問題?本研究應用「當責」觀點來建構「物料供需即時運算平台」及「自動化平台」與整合ERP 來達到解決此問題。本研究者發揮洞察力,提出「當責平台」整合模式,透過資訊科技協助解決問題與跨單位建立橫向溝通與合作機制,使更有效地達成公司的整體營運目標,未來針對其他單位可運用此模式架構持續發展。;This research takes Company A as a case object of study, it is an IPC incorporation, who has own manufacture to design and produce IPC in Taiwan and it markets OBM (Original Brand Manufacturer) products worldwide under its own brand. Company A has the advantages of “product diversity”, “high customization” and “attach great importance to after-sales service”, therefore, the more and more important is that the sales need to answer any questions from customers immediately. In order to face the threats from the competitors and enhance the market share, it is necessary to effectively coordinate demand and real-time respond to customer’s requests.
    Based on Company A introduce ERP system in the beginning, due to the great number of documents, printing, and the process of getting approval from supervisors for customized orders, the above procedure leads to the unsigned document on the way that the system couldn’t be calculated the supply and demand, thus staff has lack of obtaining the information immediately, which causes the problems of delay buying materials and double purchasing materials. Moreover, procurement arrival and outsourcing arrival information cannot be grasped the arrival and the status of the inspection of the materials at the first time. Furthermore, if someone frequent to revise the documents, it will be required the calculation to update the information in time.
    Since the Production Management Department, Material Control Department, and Procurement Department are lacked horizontal communication, thus they often have the conflict when discussing the authority, then even look into the relevant liability with each other afterward. The situation likes a Silo, that causes the Silo effect. How to solve the Silo effect and immediately respond to the problem and solve the problem under the condition of clear power and responsibility?
    This research is applying Perspectives of Accountability to build the Real-time Computing and Automation Platform then integrate ERP systems to achieve solving the problems. The researcher used his insight to propose the integrated model for the “Perspectives of Accountability” to solve the problems and build the cross-functional communication and cooperation mechanism through the information technology to have the company to reach the operating goal. This model and structure can be continued to use and develop by other departments in the future.
    Appears in Collections:[資訊管理學系碩士在職專班 ] 博碩士論文

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