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    Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/77263

    Title: 飛機高階維護工作流程之規劃與管控─以A公司為例
    Authors: 胡正恪;Hwu, Janq-Keh
    Contributors: 高階主管企管碩士班
    Keywords: 飛機維修;高階維修;維修流程;Aircraft Maintenance;Heavy Maintenance;Maintenance Process
    Date: 2018-06-15
    Issue Date: 2018-08-31 14:29:11 (UTC+8)
    Publisher: 國立中央大學
    Abstract: 隨著航空運輸業的發展,廉價航空的加入,飛機架數的成長十分迅速,飛機需要定期停機執行高階維護。高階維護除了地停時間長,無法有營業收入,執行維護所需的廠房設施與工具裝備,也是巨額的投資,所以部分航空公司,特別是廉價航空,其高階維護主要是委外執行,而使的飛機維修市場的競爭加劇。在飛機的高階維修市場,新的飛機維修廠接續成立,而傳統航空公司的維修部門除了維修自己公司的飛機,也試圖爭取其他航空公司的高階維護業務,以增加營收和獲利,所以在組織、人力和流程的運用上要發揮效益,才能調配出更的空間去承接新的維修業務。本研究是以個案公司修護部門的運作模式進行分析,為了提升效率的前提下,在組織架構方面,比較兩種不同型態的運作模式,一是以功能為導向的矩陣模式,另一種是以任務導向的專案模式,藉由分析結果,專案模式的組織運作模式,可減少因專業單位與管制單位的作業干擾;在流程方面,以關鍵鍵專案管理(CCPM)的觀念和方法,減少工作流程的浪費。最後以實例驗證本研究提出的方法,在個案公司的運作環境下,可減少約10%的工時,達到提升效的目標。;With the development of the air transport industry and the introduction of low-cost carriers, the number of airlines has being growing rapidly. Based on the safety concerns and compliance of regulations, aircraft have to perform heavy maintenance periodically. When aircraft was taken out from services, it cost a lot to operators (airlines). If operator plans to do heavy maintenance by himself, the costs of investments of plant facilities, tools, and equipment are significant. Therefore, for some airlines and for the low-cost carriers, they outsources the heavy maintenance activities to other airlines’ maintenance departments or MROs (Maintenance, Repair, Overhaul organizations). The competition in the aircraft maintenance market is tough. To shorten the duration of heavy maintenance for improving the aircraft turnaround time will be the most important advantage in the market. This study is to analyze the operation practices of the maintenance department of the case company, including organizational structure, resources, and operational processes. In order to improve the efficiency, this paper compared two different types of organizational structures. One is a function-oriented organization, and the other is a project-oriented one. After analyzing, the results demonstrate that the project-oriented is more efficient than function-oriented structure. It reduces the useless waiting man-hours. As for the operational processes, the case company has being trying to introduce the critical chain project management (CCPM) concept to improve the progress of heavy maintenance project and release the suffers of uncertainty. Finally, taking an example to verify the analysis results and proposed methods by this study. Under the operating environment of a case company, it can reduce man-hours by around 10% and achieve the goal of improving efficiency.
    Appears in Collections:[高階主管企管(EMBA)碩士班] 博碩士論文

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