dc.description.abstract | Taiwan is a developing country in the stage of economic transition. At the same time, traditional industries that have once created “Taiwan Economic Miracle,” are experiencing the recession and transition stages of their industrial life cycles; some of them have even come to the end, and urgently need to explore new possible fields for their transition. In each of the government policies that focus on economy, the “Emerging industry” or “High-tech industry” always come first. However, according to The Marketing of Nations by Philip Kotler et al. (1997), governments from different countries need to amend the industrial portfolio, not only to set policies to attract high value-added and high productivity industries, but to also help the highly competitive industries in regaining its vitality. One notable example of these industries is Taiwan’s petrochemical industry, which is the focus of this research.
This research is based on the construction engineering department of the group administration office in a petrochemical enterprise, given the fact that current rules and regulations of the system are unable to make substantial revision. The research model is analyzed by adopting Hammer’s (1993) Business Process Reengineering (BPR) concept and categorizing four components of an organization; focused on the current business process and analyze its rationality based on the process - organization relationship table, in the end to determine and simplify the repetitive jobs of the work process and cross-functional interaction. The success of this reengineering effort is then verified by comparing the time efficiency before and after the process view reform.
The research finds that though construction engineering department of the group administration office may fulfill technical supports by following current rules and regulations of the system, they do not function as an enterprise value provider. Yet in the course of process view, following series of evaluation and proper adjustment, the department is still able to advance their service performance. For employees in traditional industries, they may still deliver considerably outcome with proper implements and approach to reengineer their working process. This outcome corresponds to the government policies of “Expedite the process of industry reforming and upgrading; enhance the competitive strength of Taiwan industries”. Furthermore, demonstrating the business philosophy of the Taiwan legendary entrepreneur Y.C. Wang, “inquiring into the root of the matter, and aim at the summon bonum”; and of Foxconn Technology Group President Terry Gou, “the devil is in the details”
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