| dc.contributor.advisor | 吳安妮 | zh_TW |
| dc.contributor.advisor | Wu, Anne | en_US |
| dc.contributor.author (作者) | 張簡仕豐 | zh_TW |
| dc.creator (作者) | 張簡仕豐 | zh_TW |
| dc.date (日期) | 2002 | en_US |
| dc.date.accessioned | 2009-09-18 | - |
| dc.date.available | 2009-09-18 | - |
| dc.date.issued (上傳時間) | 2009-09-18 | - |
| dc.identifier (其他 識別碼) | G0090353032 | en_US |
| dc.identifier.uri (URI) | https://nccur.lib.nccu.edu.tw/handle/140.119/34194 | - |
| dc.description (描述) | 碩士 | zh_TW |
| dc.description (描述) | 國立政治大學 | zh_TW |
| dc.description (描述) | 會計研究所 | zh_TW |
| dc.description (描述) | 90353032 | zh_TW |
| dc.description (描述) | 91 | zh_TW |
| dc.description.abstract (摘要) | 摘要 近年來，台灣製造業廠商面臨前所未有的壓力；業者莫不思索如何提高自身競爭力以面對全球化競爭時代的挑戰。Porter（1985）認為競爭優勢是來自企業內部的價值活動，故如何管理並串連特定活動，甚至與供應商和客戶的活動該如何連結，都是一個管理者在發展競爭策略時必須注意的。由此觀點看來，管理會計人員若要協助組織提升競爭優勢，則必須提供給企業與價值活動相關資訊，經由價值鏈（value chain）活動的分析，來瞭解企業的成本特性（cost behavior）並差異化所需資源，才有機會協助企業掌握資源的運用與並使價值活動的組合最適化。 在管理會計的領域中，作業制成本管理制度（activity-based costing /management）發展的潮流亦與上述觀點相呼應。作業制成本制度依成本被耗用的方式，將其歸屬至作業，再將作業成本發生之原因，依作業動因歸屬至成本標的，改善了傳統成本分攤方法下造成成本扭曲和成本相互補貼的現象（Turney, 1992），提供了較為精確的成本；再者，在導入作業制成本管理的同時亦有助於瞭解影響生產績效的流程動因，讓組織發現成本抑減以及流程改善的機會點（Kaplan and Cooper ,1998）。 作業制成本管理制度在國外實務的推行與研究都十分豐富，而國內卻極少有企業將該制度付之施行，其原因可能是有關作業制成本管理制度實施效益的相關實證研究較為缺乏，使企業對於該制度的適用性與實施效益認知不足。有鑑於此，本研究擬利用個案研究與實地實證研究的方式，針對作業制成本制度對於產品成本、品質成本與附加價值的影響做一探討，以補充此方面研究之不足並提供給國內實務界做採行作業制成本管理制度時的參考。 研究結果發現，作業制成本管理制度有助於管理人員的成本抑減相關決策。而在作業制成本管理制度對於品質成本的影響方面，採行作業制成本管理制度後，個案公司會投入較高的預防成本，以期提昇整體品質水準；而個案公司原本在顧客要求下便維繫了大量且有僵固性的鑑定成本，此鑑定成本在作業制成本管理制度實施初期由於整體品質水準尚未提昇，故並不會有明顯的差異；又作業制成本管理制度實施初期失敗成本會增加，其主要原因可能是因為稽核制度的完備而揭露出更高的失敗成本。另外，在作業制成本管理制度對於附加價值影響方面，採行作業制成本管理制度後，具附加價值且必要佔總成本的比例提高，無附加價值且不必要成本佔總成本的比例則降低。顯示作業制成本管理制度實施後，管理人員在流程改善方面會聚焦在無附加價值且不必要的作業流程上，並獲得改善效益、提昇作業流程中的價值。另一方面，無附加價值但必要作業成本在作業制成本管理制度實施階段的初期會提高，其原因在於單位主管為了讓新制度上軌道會增加一些制度稽核的作業，故作業制成本管理制度實施初期無附加價值但必要的成本會增加。 由本研究的結果可知作業制成本管理制度對於產品成本、品質成本與附加價值的影響。本研究建議個案公司可以將作業制成本管理制度在成本抑減與附加價值分析的制度與經驗擴散到其他單位。另外，作業制成本管理制度可以為個案公司的品質管理模式提出客觀的證據，本研究建議個案公司持續進行品質成本的分析與並追蹤相關績效，以瞭解投入預防成本的效益、評估鑑定成本降低的可能性並有效降低內部失敗成本的金額。其他對個案公司的建議尚包括：標準成本制度的適用並建構具有彈性與效率的作業制成本管理制度資訊系統。最後，本研究對於後續研究有以下建議：將其他非財務性的生產指標納入生產績效範圍、將其他無形效益的部分納入研究範圍、將其他不同單位納入研究範圍與延長研究期間。 | zh_TW |
| dc.description.abstract (摘要) | Abstract In recent years, manufacturing companies in Taiwan have been looking for the ways to raise their competitiveness while encountering the challenges from their global competitors. Porter (1985) maintains that competitiveness comes from the internal value activities in an enterprise. Form this point of view, we can infer that management accountants can help enterprises raise their competitiveness by providing value activity-related information. In the field of management accounting, the development of activity-based accounting management (ABC/M) conforms to the opinion above. However, contrasting to the commonly practical implementation and the abundant researches abroad, we rarely carry out the system in practice domestically. This could attribute to the deficiency of the related researches which makes the companies in lack of cognizance of the effect of the system. Therefore, this study focuses on the effects of ABC/M implementation in an enterprise on cost, cost of quality (COQ) and value-added respectively through field study and empirical method. Briefly, empirical results of this study reveal that ABC/M provides managers assistance in cost-reduction decision. As for the effect of ABC/M implementation on COQ, it is found that after adopting ABC/M, the enterprise invested more on preventive activities to raise overall quality level in manufacturing process, but that its inspective cost remained the same under the quality demands from its customer. Internal failure cost, moreover, increased in the initial stage of practicing ABC/M due to the completeness of auditing and checking system. With reference to value-added, after the company implementing of ABC/M in that company, the cost of value-added and necessary activities cost to total cost increased and the cost of non-value-added and unnecessary activities to total cost decreased. This signifies that managers would center on improving and adjusting non-value-added and unnecessary activities, and then get improvement on manufacturing process. Besides, the raising of the non-value-added but necessary activity-based cost in the initial stages may result from the ABC/M project leader’s imposition of increasing some auditing and checking activities aiming at making the new system operate properly in the early days. Conclusively, the influences of ABC/M on cost, cost of quality and value-added can be inferred from the study. To the studied company, it is suggested to promoting the system to a broader range of departments in controlling cost and analyzing value-added. And, for ABC/M providing some objective evidence of quality management to the company, we propose the enterprise continuing analyzing the cost and paying attention to the connected performance in order to realize the effectiveness of putting in preventive cost, evaluating the possibility of decreasing the cost of quality and lowering its internal failure cost at the same time. The company’s adopting the standard costing system and organizing an elastic and efficient ABC/M software are also included in our suggestions. Finally, the author has some suggestions to the further studies: cover other non-financial manufacturing measures into manufacturing performance scope, contain other intangible benefits into research, involve other departments into study, and extend the research period. | en_US |
| dc.description.tableofcontents | 目錄...................................................7表目錄.................................................8圖目錄.................................................9第一章 緒論.........................................10第一節 研究背景與動機...............................10第二節 研究目的.....................................12第三節 研究問題.....................................13第四節 研究貢獻.....................................16第五節 研究步驟.....................................17第二章 文獻探討.....................................20第一節 文獻回顧.....................................20第二節 研究延伸.....................................31第三章 個案公司簡介.................................34第一節 個案公司背景介紹.............................34第二節 個案公司作業制成本管理制度介紹...............36第四章 研究方法.....................................50第一節 觀念性架構...................................50第二節 探索性研究假說...............................53第三節 變數設計與衡量...............................63第四節 實證模型.....................................73第五章 實證分析結果.................................78第一節 實證分析架構.................................78第二節 作業制成本管理制度對於成本影響之研究.........79第三節 作業制成本管理制度對於品質成本影響之研究.....93第四節 作業制成本管理制度對於附加價值影響之研究....111第六章 結論與建議..................................127第一節 研究結論....................................127第二節 研究限制....................................136第三節 建議與未來研究方向..........................137參考文獻..............................................140附錄一 導入大事紀與各階段影響因素..................144附錄二 各產品類別之趨勢散佈圖......................153 | zh_TW |
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| dc.language.iso | en_US | - |
| dc.source.uri (資料來源) | http://thesis.lib.nccu.edu.tw/record/#G0090353032 | en_US |
| dc.subject (關鍵詞) | 作業制成本管理制度 | zh_TW |
| dc.subject (關鍵詞) | 產品成本 | zh_TW |
| dc.subject (關鍵詞) | 品質成本 | zh_TW |
| dc.subject (關鍵詞) | 附加價值 | zh_TW |
| dc.subject (關鍵詞) | 實證研究 | zh_TW |
| dc.title (題名) | 採行作業制成本管理制度對產品成本、品質成本與附加價值之影響--某民生用品製造公司之個案研究 | zh_TW |
| dc.type (資料類型) | thesis | en |
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