臺灣博碩士論文加值系統

在當今競爭激烈的市場中，少量多樣化、貼近使用者需求但卻增加產品複雜性。而提高在新產品開發的工程變更管理可以降低企業成本，縮短開發時間，提高產品品質。在產品生命週期管理中，其管理工程變更一向都是很困難的，而且常常是給製造商造成低效率和困惱的起源。然而，多年來，許多公司現在認識到，改善變更過程可以促進盈收增長，因此，正發展著眼於加快產品上市速度的變更管理 — 工程變更管理。雖然過去的學者提出了新產品開發中的工程變更管理架構，但未見工程變更管理整合於新產品開發標準的基礎上。更重要的是，這些研究未能在特定的行業應用工程變更管理標準。因此，本研究提出在產品生命週期管理的工程變更管理架構之基礎上的組態管理(CM Ⅱ)標準之概念性架構及其流程分析。再者，本研究以機車產業的個案探討在該架構基礎下之系統開發、導入及其績效評估。最後，本研究提出最佳實務經驗(如組織面、人員面、流程/任務面、資訊系統面)之啟示供其他產業之參考。

In today's competitive marketplace, improving the management of engineering changes in new product development can reduce enterprise costs, shorten development times, and improve product quality. Managing engineering change has always been hard in product life cycle management, and is a regular source of inefficiency and irritation for manufacturers. Over the years, many companies have focused on improving the efficiency of change management. Recently, there has been a shift in perspective on change management. Companies now recognize that better change processes can drive top-line benefits and, thus, companies are developing change management with an eye towards improving speed to market – Engineering Change Management. While previous studies have proposed engineering change management frameworks on new product development view, these were based on deficient engineering change management standards on NPD. More importantly, these studies failed to apply engineering change management standards within specific industries. Accordingly, this study on the basis of Configuration management Ⅱ(CM Ⅱ) product life cycle management of engineering change management structure on standard conceptual framework and process analysis. Furthermore, this case study to explore the motorcycle industry in system development, introduction and performance evaluation under the framework basis. Finally, the study proposes best practices with reference to excellence experience (such as the organization , people , process/task and system domain) are used by other industries.

摘要 iii
目錄 iv
表目錄 vii
圖目錄 viii
一、緒論 1
1.1 研究背景 1
1.2 研究動機 3
1.3 研究目的 6
1.4 研究範圍 8
1.5 研究流程 9
二、文獻探討 11
2.1 產品生命週期管理(PLM)的定義 11
2.2 工程設計變更 13
2.2.1 工程變更定義 13
2.2.2 工程變更發生之原因 14
2.2.3 工程變更對企業影響 15
2.2.4 工程變更對產品影響 16
2.3 PLM在工程變更管理應用 19
2.4 組態管理及CMⅡ 22
2.4.1 組態管理 23
2.4.2 CMⅡ的概念 25
2.4.3 組態管理在研發流程中伴演的角色 29
2.4.4 CMⅡ的變更模型 30
2.4.5 CMⅡ的組態管理 33
2.5 CMⅡ的工程變更流程 36
2.6 CMⅡ為基礎的PLM流程整合 40
2.7 企業流程再造與As-Is 及 To-Be的績效評估 43
2.8 小結 45
三、研究方法 47
3.1 研究方法 47
3.2 個案選擇 48
3.3 研究架構 49
3.4 研究步驟與資料蒐集方法 51
四、個案分析 55
4.1 個案公司簡介 55
4.1.1 機車產業現況 55
4.1.2 機車產業價值分析 55
4.2 CMⅡ為基礎之PLM系統在個案應用 57
4.2.1 管理產品變更在產業應用流程 63
4.2.2 描述議題 66
4.2.3 請求變更 68
4.2.4 計劃變更 70
4.2.5 變更實行 73
4.2.6 實體實行 75
4.3 流程分析 76
4.3.1 CMⅡ為基礎之PLM系統的工程變更管理架構 76
4.3.2 變更流程概述 87
4.3.3 變更議題 92
4.3.4 建立問題報告 92
4.3.5 分析問題報告 93
4.3.6 建立變更請求 95
4.3.7 分析變更請求 98
4.3.8 分析變更請求: 快速流程與全流程的決策 100
4.3.9 建立變更通知 101
4.3.10 審核變更計劃 102
4.3.11 執行變更計畫 104
4.3.12 變更通知稽核及發行 105
4.4 UML 設計CMⅡ為基礎之PLM系統架構 106
4.4.1 系統架構 106
4.4.2 變更流程的Use Case 圖 107
4.5 CMⅡ為基礎之PLM系統ECM導入 109
4.5.1 產品議題 109
4.5.2 問題報告 110
4.5.3 分析問題報告 111
4.5.4 建立變更請求 113
4.5.5 分析變更請求 114
4.5.6 變更影響分析 114
4.5.7 驗證及調查問題 115
4.5.8 決定快速流程或全流程 116
4.5.9 變更通知 116
4.5.10 分析變更通知 117
4.5.11 執行變更計畫 118
4.5.12 驗證變更通知 119
4.5.13 進行變更通知審核 120
4.5.14 核准和發布變更通知 121
4.5.15 產品變更組態管理 121
4.6 績效評估 122
五、結論與討論 125
5.1 結論 125
5.2 研究貢獻 128
5.3 研究限制 128
5.4 後續研究 129
參考文獻 130
附錄 137

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