臺灣博碩士論文加值系統

隨著重電產業削價競爭，毛利不斷下降，加入世界貿易組織後，業者需面對高品質、短交期與低價競爭。面臨環境挑戰，促使業者由機電設備製造商，轉型為電力服務統包商，藉由提供業主Total Power Solution服務，增加競爭優勢。然而轉型為電力工程統包商，管理幅度與複雜度提高許多，故引發本研究探討動機。
國內重電廠商很少具備機電與工程整合能力。統包工程整合角色包含建築、機電、營造等多領域，整合複雜度提高許多，加上工期漫長，專案管理相當不易。目前重電業統包管理，主要以里程碑法管控專案進度，營造專案本身不確定性極高，專案進度不可能如傳統專案排程工具靜態規劃。管理決策上須考慮員工生產力、疲倦度、施工介面整合程度、工程變更等因子的交互影響，管理變動性極高。
統包模式之能縮短專案時間，主要精神在於設計施工的同步作業，然而設計施工的重疊作業，會提高不確定性，增加工程變更。統包協同程度可縮短專案時間，減少工程變更發生。故本研究嘗試以系統動態觀點探討重電業統包行為，模擬不同設計施工重疊比例與協同程度對於專案時間、成本與工程變更的影響，期望取得決策槓桿點，提高專案管理績效。

With the admission of Taiwan into WTO, the competition between various regions became fiercer. In order to increase competition, the electrical owner try to become the turnkey contractor and provide owners total power solution services included machine manufacture, architectural design and construction. It is complex that the contractor integrated with engineers, architects and constructors. Furthermore, the electrical contractors do not have enough integrated experiences at present and there is no standardization operation of how to combine the architect and electromechanical manufacturer to cooperate and design. For the reason, this paper will research the turnkey procurement model how to operate in power industry.
Under turnkey procurement mode, the project duration is reduced through the overlapping of duration in design and construction. However, the longer the time overlapped, the higher the uncertainty and will inevitably lead to more engineering change and increase cost in rework. Extents of coordination and integration in turnkey procurement will help to improve frequency and scope of engineering change and reduce the project time and cost. Hence, evaluating design / construction overlapping extent and coordination is a question worth to discuss. Construction is uncertain, highly dynamics, and has multiple feedback and nonlinear relationships. Management decisions need to take productivity of employees, level of fatigue, learning curve, engineering change and delay in recruitment into consideration and there is no lack of dynamic complexity. Traditional project management techniques such as Critical Path Method do not suit with construction feature, and allow experiment to establish appropriate policies. In this research, the author tried to analyze management issues in turnkey procurement in dynamic viewpoints, simulating different decision making and to identify the leverage point to increase management performance.

中文摘要 i
英文摘要 ii
誌 謝 iii
目錄 iv
表目錄 vi
圖目錄 viii
第一章 緒論 1
1.1 研究背景與動機 1
1.2 研究目的 3
1.3 研究範圍與限制 3
1.4 研究流程 4
第二章 文獻探討 5
2.1 統包工程相關研究 5
2.1.1 統包採購之定義 5
2.1.2 統包契約管理議題彙整 10
2.2 專案管理 15
2.2.1 專案與專案管理 15
2.2.2 專案管理時程規劃控制工具 16
2.2.3 專案趕工問題探討 25
2.3 系統動態學 27
2.3.1 系統動態學簡介 27
2.3.2 系統動態學之信效度測試 30
2.3.3 系統動態學於營造管理之研究 32
第三章 重電業統包動態專案管理模型 34
3.1 重電業統包專案管理模式 34
3.2 系統動態學建構程序 43
3.3 重電業統包動態專案管理模式建構 44
第四章 個案驗證與模擬分析 91
4.1 個案背景說明 91
4.2 模擬操作 93
4.2.1 情境模擬 94
4.2.2 實驗設計 101
4.3 趕工情境模擬分析 111
第五章 結論與建議 115
5.1 結論 115
5.2 後續研究建議 116
參考文獻 118

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網站：
[120]美國統包協會，Http://www.dbia.org/
[121]Powersim 軟體開發網站，http://www.powersim.no/