博碩士論文 93436007 詳細資訊


姓名 柯協助(Hsieh-Chu Ko)  查詢紙本館藏   畢業系所 工業管理研究所在職專班
論文名稱 一個整合型流程管理模式之發展與應用: 半導體封測產業之案例探討
(The Development and Application of An Integrated Business Process Management Model: Discussion on An Application Case for Semiconductor Packaging Field)
檔案 至系統瀏覽論文 (永不開放)
摘要(中) 隨著產業環境的變遷,今日企業面臨如同Nahm and Vonderembse (2002) 提出之後工業時代,即全世界的企業在WTO的架構下,商業競爭全球化,客戶不再由單一或少數供應商供應,供應商選擇多樣化,產品生命週期變短,產業速度加快的外在環境。
但是大多數企業經營的心態,仍然停留在工業時代的思維(Nahm and Vonderembse, 2002),堅持生產力與成本是競爭優勢的核心。所以藉由擴大規模經濟,壓低成本,降低售價,想取得市場優勢,卻造成組織龐大,企業對外在環境反應遲鈍。
尤其是台灣企業逐漸面臨跨兩岸及跨國的企業運作,如何因應企業環境快速變化仍能迅速精確的反應,需靠內部營運流程的合理化,效率化,流程績效管控化,才能展現出綜合品質、彈性、成本、績效及時程 (Anderson et al., 1989; Ferdows and De Meyer, 1990; Corbett and Van Wassenhove, 1993)的優勢,確保企業的競爭利基。
本論文的研究,試圖找出並且建構一套整合型流程管理模式及其方法論,以品質、成本、績效及時程…等流程績效監控與持續改善為基礎,透過流程分析與流程規劃達到企業營運流程的合理化,效率化,並將外在客戶需求與內在策略需求,與企業內部流程結合,且能符合與通過產業別國際認證標準,並運用半導體封裝測試產業的實例,進行實施驗證。
摘要(英) With the fast pace of industrial environmental changes, enterprises nowadays enter into the post industrial era as Nahm and Vonderembse mentioned (2002), and also face intensive global business competition. Therefore, customers no longer offered only by single or a few suppliers, also the various chooses of suppliers, the shortened of product life-cycle with accelerated external business environment seem to be an overall phenomenon of the post-industrial era.
However, most enterprises’ managerial thinking still stays at industrial era (Nahm and Vonderembse, 2002), they insist that productivity and cost form the core of superior co- mpetitiveness. By expanding the large-scale of production, forcing down the cost, red- ducing product price, enterprises’ pursuing market share seem to cause negative effects as their organizations become bulky and also their slower response to outside environ- ment.
Especially Taiwan enterprises gradually face the phase of cross-strait and transnational corporation operation, how do they handle the fast change meanwhile response accurately and rapidly based on internal reasonable logistics, efficiency, best control of process per- formance, therefore they can present the strength of overall quality, flexibility, cost, per- formance and time. (Anderson et al., 1989 ; Ferdows and De Meyer, 1990; Corbett and Van Wassenhove, 1993 ), which guarantee the competitive niche of enterprises.
The main purpose of this research is to find out and construct an integrated business pr- ocess management model and methodology with monitoring process performance index such as quality, cost, performance, time and as a basis for continuous improvement. The model wants to reach the rationalization and efficiency of enterprise’’s operational proce- sses through processes analysis and planning. To combine internal enterprises processes, external customer’’s demands with internal strategic demands, enterprises can improve to match and pass the standard of international certification and use semiconductor packing case as a proof to test actual model and methodology.
關鍵字(中) ★ 半導體封裝測試產業
★ 整合型流程管理模式
★ 品質機能展開
關鍵字(英) ★ Integrated Business Process Management Model
★ Semiconductor Packaging Industry
★ Quality Function Deployment
論文目次 摘要…………………………………………………………………………i
Abstract...…………………………………………………………………ii
誌謝 ………………………………………………………………………iii
目錄 ………………………………………………………………………iv
圖目錄……………………………………………………………………vii
表目錄……………………………………………………………………ix
第一章、 緒論………………………………………………………………1
1-1.背景與動機……………………………………………………1
1-2.研究目的………………………………………………………2
1-3.研究範圍………………………………………………………2
1-4.研究方法………………………………………………………2
1-5.論文架構………………………………………………………2
第二章、 文獻探討………………………………………………………4
2-1.流程管理概念介紹……………………………………………4
2-2.整合式流程管理模型..........………………………….………4
2-3.整合式流程管理模型與現有企業流程管理模型分析比較...……………………………………..……………………7
2-3-1.ISO-9001 品質管理系統模型.……..………………7
2-3-2.策略整合三角形模型...………………………………8
2-3-3.ISO/TS-16949 客戶導向流程管理模型…………… 9
2-3-4.整合式管理模型與現有企業流程模型分析與比較..……………………………………..……………12
第三章、整合式流程管理模型方法論...………………………...…15
3-1.核心構想…..………………...………………………………15
3-2.模型方法論.....………………………………………………17
3-2-1.確立客戶需求展開成為企業核心流程..……………17
3-2-2.確立企業策略需求展開成為企業核心流程..………27
3-2-3.確立企業營運價值鏈找出企業企業主要流程..……36
3-2-4.建立流程規劃運作與監督組織與主流程負責人..…41
3-2-5.現況流程分析與問題檢討..…………………………43
3-2-6.未來流程規劃與流程指標界定..……………………45
3-2-7.流程績效監控機制與持續改善..……………………49
3-2-8.符合國際認證要求..…………………………………51
3-2-9.整合式流程管理模型方法論總結………..…………53
第四章、整合式流程管理模型的實務個案驗證……….…………58
4-1.企業簡介 ……………………………………………………58
4-2.確立企業營運策略與相關核心流程……….………………58
4-2-1.內外環境分析………………………………………58
4-2-2.確立企業營運策略與核心流程……………………59
4-3.掌握客戶需求展出與客戶相關之企業核心流程….………63
4-3-1.A企業產業供應鏈………………….………………63
4-3-2.掌握客戶需求展出與客戶相關之企業核心流程…63
4-4.確立企業主要營運流程 ………………………………65
4-4-1.確立企業營運價值鏈與核心流程…………………65
4-4-2.確立相關輔助管理流程……………………………68
4-4-3.整合成為整合式企業流程體系圖…………………68
4-5.成立流程推動組織………………………………………72
4-5-1.流程推動委員會……………………………………72
4-5-2.流程指導小組………………………………………72
4-6.現況流程分析、檢討與對策……………………………72
4-7.確立最佳化流程與決定流程績效指標………………73
4-8.流程正式實施與流程績效指標數據收集.…………77
4-9.符合國際認證體系ISO/TS-16949之要求.…………77
4-10.整合性企業流程管理模型之個案實施成果與討論…………………………………………………………77
4-10-1.影響流程績效達成度相關因素探討.……………80
4-10-2.導入整合性企業流程管理模型之無形效益.……82
4-10-3.導入整合性企業流程管理模型之前後比較.……83
第五章、 結論與建議…………………………………………………84
參考文獻…………………………………………………………………85
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指導教授 呂俊德(Jun-Der Leu) 審核日期 2006-7-6

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