| dc.description.abstract | In Taiwan today, there are still many automobile parts manufacturers who still manage their daily operations, including details in cost, efficiency and quality, by manual compiled daily reports. Often time, this results in inconsistencies between the reported and real situations. It is thus very hard to effectively manage materials and inventory costs. If information regarding customer requirements and shop floor situations can be reflected in a fast and accurate manner, production lead time can be reduced, leading to higher level of competitiveness.
After 30 years of continuous expansion, Company L, a Taiwanese automobile parts manufacturer, has more than 25 subsidiaries throughout China to date, which corresponds to difficult management problems. The information systems could no longer satisfy the expansion in China. The parent Company L in Taiwan decided to introduce an integrated ERP, and planned to rollout to all subsidiaries in China. However, the data in the ERP system has never been accurate. A reason being, many employees are unwilling to follow the standard operating procedures. As a result, many information, including production related costs were miscalculated, and staffs had to spend additional working hours to correct data.
This study attempts to looking into the problems of inventory data inaccuracies after the introduction of the ERP system. Various failures are identified and classified, respective process improvements are proposed. It is expected that the proposal could lead to more accurate managerial information, and eliminate the necessities of data correction. | en_US |