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題名 以精實思維探討企業流程改善 -以個案公司S為例
Applying Lean Thinking To Explore the Improvements of Business Process -A Case Study of Company S作者 賴承駿 貢獻者 李易諭
賴承駿關鍵詞 精實思維
A3報告書
流程改善日期 2012 上傳時間 2-九月-2013 15:15:01 (UTC+8) 摘要 本研究乃利用源自日本豐田之精實思維以及其應用工具A3報告書所完成之相關研究。精實思維則是一套管理的哲學，透過組織文化的轉變，將精實的概念導入公司之中，再輔以精實生產的管理工具，讓整個公司都能以精實的想法與做法運行起來，以提升整體公司的競爭能力。而A3報告更講求(1)合乎邏輯的思維流程，(2)客觀性，(3)結果和流程，(4)綜合，提煉與圖形化，(5)校準，(6)內部的相關性和外部的一致性，(7)系統觀點。本研究採取個案研究法，透過訪談了解個案公司接收訂單以及至交貨的各個環節，包括業務，採購，生管等價值流的狀況。透過各方的訪談以及價值流的釐清，尋找根本問題並提供改善建議。本研究發現問題根源主要來自於(1)資訊透明程度低，(2)預測失準，(3)訂單處理彈性低。本研究也針對這三點提供改善建議，分別為：ERP系統的再造，透過業務經驗建立預測模型，增強業務與生管之間的溝通強度。透過這三點對個案公司進行建議。期許個案公司不斷創新以能提升競爭力。
The study applies the lean thinking and a3 report methodologies to conduct the research. Lean Thinking is a management philosophy, organizational culture change through the introduction of lean concepts among companies, supplemented by lean production management tools, enhancing the overall competitiveness of the company.This research adopts the case study method, through in-dept interviews to further explore the case with the focus on the order fulfillment process, including sales, procurement, production, delivery operations, and the value stream analysis as well. The problems as identified and starting plans for the process improvement as summarized in this research.This study found that the challenges of the company faced are: (1). low degree of transparency of information, (2). inaccurate forecasts, (3). Order Processing elasticity is low. The study also provides recommendations for improvements for these three points, namely: ERP systems reengineering, business experience through predictive modeling, and enhance the business and communication between health management strength. Through these three recommendations to the case company. Expectations of future innovation can enhance competitiveness.參考文獻 一、 中文部分1. 林大介譯(1982)，Lawrence D. Miles 著，價值分析與價值工程，台灣：協志工業叢書。2. 林佩璇（2000），個案研究及其在教育研究上的應用，載於中正大學主編，質的教育研究方法。3. 李明軒、邱如美譯(2010)，Porter Michael. E 著，競爭優勢，台北：天下文化 。4. 李芳齡譯(2005)，Jeffrey. K Liker & David Meier著，實踐豐田模式，台北：美商麥格羅希爾。5.何應欽譯(2011)，William J. Stevenson 著，作業管理，台北：美商麥格羅希爾 。6. 徐聯恩譯(1992)，今井正明著，改善，台灣：長河出版社。7. 許文治譯(1997)，今井正明著，現場改善日本競爭力的成功之鑰，台北：美商麥格.羅希爾。8. 黃永波譯(2004)，左近祥夫，降低成本七工具，台灣：實踐經營研究會。9.褚耐安譯(2007)，James P. Womack & Daniel T. Jones 著，精實服務，台北：經濟新潮社。 10. 鍾漢清譯(2004)，James P. Womack & Daniel T. Jones 著，精實革命，台北：經濟新潮社。 11.劉慶尚、沈文修編著(1995)，價值工程務，台灣：超越企管。12. 劉世閔(2006)，質性研究資料分析與文獻格式之運用，台北：心理出版社。13. 蕭瑞麟(2006)，不用數字的研究，台北：台灣培生出版社。二、 英文部分1. Davenport, T. (1993), Process Innovation: Reengineering Work through information Technology, Boston: Harvard Business School Press.2. Ghosh, M. and D.K. Sobek II. (2006), “Problem-Solving Situated in Practice,” working paper.3. Liker, J. K. (2003), The Toyota Way: 14 management principles fromthe world’s greatest manufacture, Columbus, OH: McGraw-Hill.4. Luca Lambertini, Andrea Mantovani. (2009), “Process and product innovation by a multiproduct monopolist: A dynamic approach,” International Journal of Industrial Organization, Volume 27, Issue 4, July , pp. 508-518.5. Monden, Y. (1998), Toyota Production System: An Integrated Approach to Just-In-Time, Norcross, Ga: Industrial Engineering and Management Press.6. Ohno, T. (1988), Toyota Production System: Beyond Large Scale Production, Cambridge, Mass: Productivity Press 7. Ritzman, L. P. (2003), Foundations of Operations Management, Pearson Education. 8. Sobek II, D.K., J.K. Liker, and A.C. Ward (1998), “Another Look at Toyota`s Integrated Product Development,” Harvard Business Review, 76 (4); pp. 36-49.9. Spear, S.J. (2004), “Learning to lead at Toyota,” Harvard Business Review, 82 (5); pp. 78-86.10. Spear, S.J., and H.K. Bowen (1999), “Decoding the DNA of the Toyota Production System,” Harvard Business Review, 77 (5); pp. 97- 106.11. Sobek II, D.K. and C. Jimmerson (2004), “A3 Reports: Tool for Process Improvement,” Proceedings of the 2004 Industrial Engineering Research Conference, Houston, TX.12. Suzaki, Kiyoshi (1993), The New Shop Floor Management : Empowering People for Continuous Improvement, New York :The Free Press.13. Tompkins, J. A , (1993), “Team-Based Coatinuous Improvement: How to Make the Pace of Change Work for You and Your Company”, Material Handling Engineering Journal, Jan., pp.73-76 .14. Weber, Jimmerson, and Sobek II. (2005), “Reducing Waste and Errors: Piloting Lean Principles at Intermountain Healthcare,” Joint Commission Journal on Quality and Patient Safety, Vol. 31, No. 5, May, pp. 249-257.15. Womack, J., D.T. Jones, and D. Roos. (1990), The Machine that Changed the World: The Story of Lean Production, New York, Harper Perennial. 16. Womack, J. P. and D. T. Jones. (2003), Seeing the whole: Mapping the Extended value Stream, Brookline, Massachusetts： The Lean Enterprise Institute.17. Yin, R. K. (1993), Application of Case Study Research, London:Sage.18. Yin, R. K. (2003), Case Study Research: Design and Methods, London:Sage.三、 網站部分1. VDA網站 (http://www.vda.de/en/) 登錄時間2011/3。2. IHS(http://www.imsresearch.com) 登錄時間 2013 /6。 描述 碩士
國立政治大學
企業管理研究所
100355057
101資料來源 http://thesis.lib.nccu.edu.tw/record/#G0100355057 資料類型 thesis dc.contributor.advisor 李易諭 zh_TW dc.contributor.author (作者) 賴承駿 zh_TW dc.creator (作者) 賴承駿 zh_TW dc.date (日期) 2012 en_US dc.date.accessioned 2-九月-2013 15:15:01 (UTC+8) - dc.date.available 2-九月-2013 15:15:01 (UTC+8) - dc.date.issued (上傳時間) 2-九月-2013 15:15:01 (UTC+8) - dc.identifier (其他 識別碼) G0100355057 en_US dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/59221 - dc.description (描述) 碩士 zh_TW dc.description (描述) 國立政治大學 zh_TW dc.description (描述) 企業管理研究所 zh_TW dc.description (描述) 100355057 zh_TW dc.description (描述) 101 zh_TW dc.description.abstract (摘要) 本研究乃利用源自日本豐田之精實思維以及其應用工具A3報告書所完成之相關研究。精實思維則是一套管理的哲學，透過組織文化的轉變，將精實的概念導入公司之中，再輔以精實生產的管理工具，讓整個公司都能以精實的想法與做法運行起來，以提升整體公司的競爭能力。而A3報告更講求(1)合乎邏輯的思維流程，(2)客觀性，(3)結果和流程，(4)綜合，提煉與圖形化，(5)校準，(6)內部的相關性和外部的一致性，(7)系統觀點。本研究採取個案研究法，透過訪談了解個案公司接收訂單以及至交貨的各個環節，包括業務，採購，生管等價值流的狀況。透過各方的訪談以及價值流的釐清，尋找根本問題並提供改善建議。本研究發現問題根源主要來自於(1)資訊透明程度低，(2)預測失準，(3)訂單處理彈性低。本研究也針對這三點提供改善建議，分別為：ERP系統的再造，透過業務經驗建立預測模型，增強業務與生管之間的溝通強度。透過這三點對個案公司進行建議。期許個案公司不斷創新以能提升競爭力。 zh_TW dc.description.abstract (摘要) The study applies the lean thinking and a3 report methodologies to conduct the research. Lean Thinking is a management philosophy, organizational culture change through the introduction of lean concepts among companies, supplemented by lean production management tools, enhancing the overall competitiveness of the company.This research adopts the case study method, through in-dept interviews to further explore the case with the focus on the order fulfillment process, including sales, procurement, production, delivery operations, and the value stream analysis as well. The problems as identified and starting plans for the process improvement as summarized in this research.This study found that the challenges of the company faced are: (1). low degree of transparency of information, (2). inaccurate forecasts, (3). Order Processing elasticity is low. The study also provides recommendations for improvements for these three points, namely: ERP systems reengineering, business experience through predictive modeling, and enhance the business and communication between health management strength. Through these three recommendations to the case company. Expectations of future innovation can enhance competitiveness. en_US dc.description.tableofcontents 第一章 緒論 4第一節 研究背景 4第二節 研究目的 4第三節 研究範圍 5第四節 研究流程 6第二章 文獻探討 7第一節 PDCA 7第二節 A3思維 12第三節 A3報告 20第四節 精實思維 25第三章 研究方法 36第一節 研究架構 36第二節 研究對象 37第三節 研究工具 37第四章 個案分析 39第一節 產業背景 39第二節 個案公司背景 42第三節 個案公司發展策略 45第四節 現況分析 47第五節 精實思維 58第五章 結論與建議 66第一節 研究結論 66第二節 個案公司建議 67第三節 未來研究建議 68參考文獻 70 zh_TW dc.language.iso en_US - dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0100355057 en_US dc.subject (關鍵詞) 精實思維 zh_TW dc.subject (關鍵詞) A3報告書 zh_TW dc.subject (關鍵詞) 流程改善 zh_TW dc.title (題名) 以精實思維探討企業流程改善 -以個案公司S為例 zh_TW dc.title (題名) Applying Lean Thinking To Explore the Improvements of Business Process -A Case Study of Company S en_US dc.type (資料類型) thesis en dc.relation.reference (參考文獻) 一、 中文部分1. 林大介譯(1982)，Lawrence D. Miles 著，價值分析與價值工程，台灣：協志工業叢書。2. 林佩璇（2000），個案研究及其在教育研究上的應用，載於中正大學主編，質的教育研究方法。3. 李明軒、邱如美譯(2010)，Porter Michael. E 著，競爭優勢，台北：天下文化 。4. 李芳齡譯(2005)，Jeffrey. K Liker & David Meier著，實踐豐田模式，台北：美商麥格羅希爾。5.何應欽譯(2011)，William J. Stevenson 著，作業管理，台北：美商麥格羅希爾 。6. 徐聯恩譯(1992)，今井正明著，改善，台灣：長河出版社。7. 許文治譯(1997)，今井正明著，現場改善日本競爭力的成功之鑰，台北：美商麥格.羅希爾。8. 黃永波譯(2004)，左近祥夫，降低成本七工具，台灣：實踐經營研究會。9.褚耐安譯(2007)，James P. Womack & Daniel T. Jones 著，精實服務，台北：經濟新潮社。 10. 鍾漢清譯(2004)，James P. Womack & Daniel T. Jones 著，精實革命，台北：經濟新潮社。 11.劉慶尚、沈文修編著(1995)，價值工程務，台灣：超越企管。12. 劉世閔(2006)，質性研究資料分析與文獻格式之運用，台北：心理出版社。13. 蕭瑞麟(2006)，不用數字的研究，台北：台灣培生出版社。二、 英文部分1. Davenport, T. (1993), Process Innovation: Reengineering Work through information Technology, Boston: Harvard Business School Press.2. Ghosh, M. and D.K. Sobek II. (2006), “Problem-Solving Situated in Practice,” working paper.3. Liker, J. K. (2003), The Toyota Way: 14 management principles fromthe world’s greatest manufacture, Columbus, OH: McGraw-Hill.4. Luca Lambertini, Andrea Mantovani. (2009), “Process and product innovation by a multiproduct monopolist: A dynamic approach,” International Journal of Industrial Organization, Volume 27, Issue 4, July , pp. 508-518.5. Monden, Y. (1998), Toyota Production System: An Integrated Approach to Just-In-Time, Norcross, Ga: Industrial Engineering and Management Press.6. Ohno, T. (1988), Toyota Production System: Beyond Large Scale Production, Cambridge, Mass: Productivity Press 7. Ritzman, L. P. (2003), Foundations of Operations Management, Pearson Education. 8. Sobek II, D.K., J.K. Liker, and A.C. Ward (1998), “Another Look at Toyota`s Integrated Product Development,” Harvard Business Review, 76 (4); pp. 36-49.9. Spear, S.J. (2004), “Learning to lead at Toyota,” Harvard Business Review, 82 (5); pp. 78-86.10. Spear, S.J., and H.K. Bowen (1999), “Decoding the DNA of the Toyota Production System,” Harvard Business Review, 77 (5); pp. 97- 106.11. Sobek II, D.K. and C. Jimmerson (2004), “A3 Reports: Tool for Process Improvement,” Proceedings of the 2004 Industrial Engineering Research Conference, Houston, TX.12. Suzaki, Kiyoshi (1993), The New Shop Floor Management : Empowering People for Continuous Improvement, New York :The Free Press.13. Tompkins, J. A , (1993), “Team-Based Coatinuous Improvement: How to Make the Pace of Change Work for You and Your Company”, Material Handling Engineering Journal, Jan., pp.73-76 .14. Weber, Jimmerson, and Sobek II. (2005), “Reducing Waste and Errors: Piloting Lean Principles at Intermountain Healthcare,” Joint Commission Journal on Quality and Patient Safety, Vol. 31, No. 5, May, pp. 249-257.15. Womack, J., D.T. Jones, and D. Roos. (1990), The Machine that Changed the World: The Story of Lean Production, New York, Harper Perennial. 16. Womack, J. P. and D. T. Jones. (2003), Seeing the whole: Mapping the Extended value Stream, Brookline, Massachusetts： The Lean Enterprise Institute.17. Yin, R. K. (1993), Application of Case Study Research, London:Sage.18. Yin, R. K. (2003), Case Study Research: Design and Methods, London:Sage.三、 網站部分1. VDA網站 (http://www.vda.de/en/) 登錄時間2011/3。2. IHS(http://www.imsresearch.com) 登錄時間 2013 /6。 zh_TW
