本研究係以建設公司角度整合住宅專案土地開發至售後服務作業流程，於興建個案中確保所有過程均能落實執行，經訪談 35 位專家對於建設公司之土地開發、設計規劃和營建施工、業務銷售以及客戶服務與售後修繕等部門進行專家意見收集與彙整後，將建設公司原有作業模式之缺失，重新整合與再造擬定跨部門協調和溝通之作業流程。於土地開發階段，建立各別地主承諾事項登錄表，隨時將溝通內容與承諾事項進行紀錄、檢核與更新，作為後續交接時依據。設計規劃和營建施工階段，參與土開會議及過程，配合土開與地主溝通，減少認知上落差；同時充分與土開、業務及客服人員全面溝通，以利後續成本 、工期及品質之控管。業務銷售階段，建議專案建照送審時，應跨部門重新檢討規劃之平立面、建材設備、坪數、售價及市場區位行情重新評估，取得各部門共識後報請公司主管核准，避免因時間拖的太長導致所興建之產品與市場需求不符。客戶服務與售後修繕階段，在服務態度及行政作業仍應力求完善以建立與客戶間良好溝通；對於來電報修問題分類，將修繕處理狀況加註說明，建立施工前、施工中及施工後之照片，並隨時回饋予專責部門，避免後續專案執行發生同樣錯誤。藉此避免因專案人員或是表單差異而產生不同的執行方式。 故本研究因應建設公司組織文化與後續企業經營發展，針對現有管理作業程序之缺失進行重新整合與再造，建立一套輔助文件的改善，期能協助公司對內作業標準化與加強專案團隊合作以及對外管理的統一作業流程有其必要性。 In a residential project complex and tedious processes easily cause impediment due to insufficient experience of involved personnel. The objective of this research is to integrate and re-organize typical processes from real estate development to after-sales service. The research scope is limited to the activities in association with real estate development, marketing, design and planning, construction, and after-sales service. Expert interview is selected to be the major method to explore the current impediment and to gain expertise; thus, a total of 35 experts, with over 15 year experience in average from approximate 10 related aspects, are interviewed. Nine integrated process chats are accordingly created and sorted for four corresponding departments and three types of supporting staff. The charts anticipate eliminating work interfaces and improving smoothness of project performance.
