企業流程自動化機器人導入之實例研究以A公司為例;Case Studies of Robotic Process Automation Implementation in Enterprise - Case of A Company

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题名:	企業流程自動化機器人導入之實例研究以A公司為例;Case Studies of Robotic Process Automation Implementation in Enterprise - Case of A Company
作者:	周信安;Chou, Hsin-An
贡献者:	會計研究所企業資源規劃會計碩士在職專班
关键词:	數位轉型;流程自動化機器人;流程自動化;ERP;Robotic Process;SAP;Digital Transformation;RPA;Robotic Process Automation
日期:	2024-05-20
上传时间:	2024-10-09 15:31:13 (UTC+8)
出版者:	國立中央大學
摘要:	科技的迅速發展及應用的普遍性所影響的不止是終端消費者的在日常生活中的形態，同時也連帶的加速了生活上的節奏。而終端消費者所追求的便利性以及對產品或服務需求的更迭速度，對企業內部而言，從生產製造層面、倉庫管理層面、配售模式層面乃至於運籌管理層面皆構成了時效與成本控制上的經營壓力。因此追求高效率、高精確性並有效的降低營運成本是企業保持競爭力的必要課題。近年來重要的科技技術如物聯網、高速運算、AI(AI, Artificial Intelligence)等不斷的在演進。企業的經營除了要找出下一個商機之外，學習、接受和應用這些科技也是企業要與日俱進的重要事項。國內有愈來愈多大型企業尤其是金融及保險行業，在公司成立卓越中心(CoE, Center of Excellence)的部門或團隊，負責將企業內的流程、知識等與最新的科技工具做整合。顯示企業的經營階層認知到在這些全球化的科技浪潮中，除了要從科技中獲利，更想從科技中獲益。因此企業積極的推動數位轉型來帶動成長的動力。結合營運的策略，重新打造戰略單位與後勤單位之間的資源及訊息分享管道，是企業在面臨科技工具轉變及導入時的核心目標。有別於大型的企業資源規劃 (ERP, Enterprise Resource Planning)系統，當前新型的資訊工具相當多元，包含了AI的應用、機器學習、商業智慧(BI, Business Intelligence)及流動自動化機器人(RPA, Robotic Process Automation)等，目的是將ERP的資源更有效率的被整合及被運用，進而達到企業流程自動化的 BPA(Business Process Automation)的境界，而其中RPA當屬於最為基礎一種工具。企業內部的流程中通常會有許多固定程序或例行性的作業，這些作業會被製定出標準作業程序(SOP, Standard Operation Procedure)並被有效率的執行，當企業規模擴大或其他外部因素介入時(例如勞動法規、人力成本)，RPA成為一項有效分擔風險、增加時效性及降低失誤的應用工具。本研究將對於RPA工具在實際個案公司中建置過程、應用層面及導入後對企業內流程改善及成效的數據進行探討及呈現，期許本研究能夠增加RPA工具的能見度並帶給潛在的用戶作為有效的參考實例 ;The rapid development and ubiquity of technology affect not only the daily life patterns of end consumers but also accelerate the pace of life. The pursuit of convenience and the swift change in product or service demands place operational pressure on businesses in terms of time efficiency and cost control, from production, warehouse management, distribution models to logistics management. Therefore, pursuing high efficiency, accuracy, and cost-effective operations is essential for businesses to maintain competitiveness. In recent years, the evolution of technologies such as the Internet of Things, high-speed computing, and AI has become critical for businesses not only in identifying new opportunities but also in adopting and applying these technologies. Many large enterprises, especially in the finance and insurance industries, have established Centers of Excellence (CoEs) internally to integrate processes and knowledge with the latest technological tools, indicating management′s recognition of profiting and benefiting from global technological trends. Thus, businesses vigorously promote digital transformation to drive growth. Aligning operational strategies and reinventing the resource and information sharing channels between strategic and logistic units is the core goal when facing technological tool changes and integration. Unlike large Enterprise Resource Planning (ERP) systems, contemporary information tools are diverse, including AI applications, machine learning, Business Intelligence (BI), and Robotic Process Automation (RPA), aiming to integrate and utilize ERP resources more efficiently, thereby achieving the realm of Business Process Automation (BPA). RPA, in particular, is one of the most basic tools in this context. When businesses expand or external factors intervene (e.g., labor laws, human resource costs), RPA becomes an effective tool for risk sharing, increasing timeliness, and reducing errors. This study explores and presents the implementation process, application level, and post-integration impact of RPA tools on business processes and effectiveness in actual case companies, hoping to increase the visibility of RPA tools and provide effective reference examples for potential users.
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