| 姓名 |
黃芝玲(Chih-Ling Huang)
查詢紙本館藏 |
畢業系所 |
會計研究所企業資源規劃會計碩士在職專班 |
| 論文名稱 |
企業流程再造－以某食品原料加工公司之報價作業流程為例
(Business Process Reengineering – The Quote Processing Process of a Food Raw Material Processing Company as an Example)
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| 相關論文 | |
| 檔案 |
 [Endnote RIS 格式]
[Bibtex 格式]
 [相關文章]  [文章引用]  [完整記錄]  [館藏目錄]  至系統瀏覽論文 ( 永不開放)
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| 摘要(中) |
網路的興起使得科技及經濟更繁榮進步，資訊傳遞更迅速、更便捷，並促使產品生命週期縮短，企業紛紛以顧客需求為導向生產，故企業需具備更迅速之應變能力，以因應市場的急遽改變。近幾十年來，企業面臨的挑戰日新月異，全球觀注的環保議題，以及近年國內熱門討論的勞工議題、食品安全問題等，除了上述大環境問題外，客戶對產品價格、品質及服務的要求也日益增加，在如此艱鉅的情況下，綜觀企業未來的關鍵決勝點在於擁有核心技術及彈性的運籌能力。
方向正確且有效的經營策略是企業具備競爭優勢的先決條件，而將策略轉化為具體行動，透過既有的資源持續推動，這需具有足夠的維運管理能力，才能夠達成目標，獲得傑出的經營績效。為使策略目標能成功達到，企業組織必須有明確的職責分工，這需仰賴清楚且有效率的企業組織流程，以及團隊良好而有效的溝通，使員工具備高度凝聚力。但在台灣許多中小企業由於過度強調彈性，忽視企業流程管理的重要性，以致於攸關提升企業競爭力之「成本」及「時間」等訊息，能夠掌握的偏低，企業決策因而高度依賴決策者的直覺。
對傳統製造業而言，不僅要採用先進卓越的科學技術、提升產品品質、降低運營成本，而適切流程則是成功企業相較於競爭者之關鍵優勢，更重要的是持續檢視優化企業流程管理，才能強化競爭力以達永續經營的目標。因此，將策略轉換化做為具體行動之執行能力，對於經營策略目標的達成，更具舉足輕重的意義。
本研究針對個案公司之組織架構、公司營運之關鍵流程—業務報價作業流程，藉由梳理作業流程，去除流程中不合理且不具效率之作業，並利用修訂日常作業表單來控制作業流程中可能造成的浪費，以及將重要績效指標置入表單內，並於組織流程優化及改造後，制定出關鍵績效衡量指標。 |
| 摘要(英) |
The rise of the Internet has made the technology and economy more prosperous and progressive, the information transmission has been faster and more convenient, and the product life cycle has been shortened. Enterprises have been guided by customer demand, so enterprises need to have more rapid response capabilities to respond to the market. I am impatient. In recent decades, the challenges faced by enterprises have been changing with each passing day, the environmental issues of global attention, and the labor issues and food safety issues discussed in recent years. In addition to the above-mentioned major environmental problems, customers’ requirements for product prices, quality and services are also Increasingly, in such a difficult situation, the key to the future of the company is to have core technology and flexible operational capabilities.
A correct and effective business strategy is a prerequisite for a company to have a competitive advantage. Turning the strategy into concrete action and continuing to promote it through existing resources requires sufficient maintenance management capabilities to achieve the goal and achieve outstanding results. business performance. In order for the strategic objectives to be successfully achieved, the organization must have a clear division of responsibilities, which depends on a clear and efficient organization process, and good and effective communication of the team, so that employees are highly cohesive. However, due to the over-emphasis on flexibility and the importance of corporate process management, many small and medium-sized enterprises in Taiwan are so low that the "cost" and "time" of improving the competitiveness of enterprises can be mastered, making corporate decision-making highly dependent. The intuition of decision makers.
For traditional manufacturing, not only advanced and superior science and technology, improved product quality, and lower operating costs are required, but the appropriate process is a key advantage for successful companies compared to competitors. More importantly, continuous inspection and optimization of enterprise process management. In order to strengthen competitiveness and achieve the goal of sustainable development. Therefore, the transformation of strategy as the execution ability of specific actions is more important for the achievement of business strategy objectives.
This study is aimed at the organizational structure of the case company, the key process of the company′s operation, the business quotation operation process, by sorting out the operation process, removing the unreasonable and inefficient work in the process, and using the revised daily operation form to control the operation process may cause Waste, and put KPI into the form, and develop key performance measures after organizational process optimization and transformation. |
| 關鍵字(中) |
★ 企業流程管理
★ 企業流程再造
★ 績效管理制度
★ 平衡計分卡 |
關鍵字(英) |
★ business process management
★ business process reengineering
★ performance management system
★ balanced scorecard |
| 論文目次 |
摘要 I
ABSTRACT II
誌謝 IV
目錄 V
圖目錄 List of Figures VI
表目錄 List of Tables VII
一、緒論 1
1.1 研究背景與動機 1
1.2 研究目的 2
1.3 論文架構 2
二、文獻探討 3
2.1 企業流程管理 3
2.2 企業流程再造 7
2.3 績效管理制度 9
2.4 平衡計分卡 14
三、研究方法 20
3.1 質性研究法 20
3.2 研究流程 21
四、個案研究 23
4.1 產業分析 23
4.2 個案公司分析 26
4.3 對個案公司之建議 35
五、結論與建議 43
5.1 結論 43
5.2 研究建議 43
參考文獻 44
中文文獻 44
英文文獻 45 |
| 參考文獻 |
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4. 李建華、方文寶著，(1996)，「企業績效評估理論與實務」二版，超越企管顧問股份有限公司。
5. 邱憶惠著，(1999)，「個案研究法：質化取向」。國立高雄師範大學教育學系教育研究，六期，p191-207。
6. 吳翠霜譯，(2000)，「哈佛商業評論：績效評估」（Robert G. Eccles 原著），天下遠見。
7. 蔣志青著，(2002)，「企業業務流程設計與管理」，電子工業出版社
8. 張舜智著，(2009)，「傳統橡膠中小企業導入網路行銷對營運績效之影響-以K公司為例」，碩士論文，高雄大學高階經營管理碩士在職專班(EMBA)
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14. Davenport, T.H. (1993). Process Innovation, Harvard Business School Press.
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17. Fortuin, Leonard. (1988). Performance Indicators- Why, Where and How. European Journal of Operational Research 1(34).
18. Hammer, M. and Champy, J. (1993). Reengineering the Corporation: A Manifesto for Business Revolution, Harper Business Books, New York.
19. Kaufman, Roger. (1988). Preparing Useful Performance Indicators. Training & Development (September):80.
20. Kaplan, R. S. and D. P. Norton, (1996). "Using the Balanced Scorecard as a Strategic Management System"，Harvard Business Review，(Jan-Feb)，p.76
21. Michael E. Porter. (1985). Competitive Advantage: Creating and Sustaining Superior Performance, Harvard Business Review.
22. Merriam, S. B. (1988). Case study research in education. Thousand Oaks, CA: Jossey-Bass.
23. United States General Accounting Office. (1997). Business Process Re-engineering Assessment Guide. |
| 指導教授 |
王曉雯(Hsiao-Wen Wang)
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審核日期 |
2018-7-18 |
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