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研究生:葉裕民
研究生(外文):Yeh Yu-Min
論文名稱:整合性企業流程改造方法之研究--以臺灣電子業導入ERP為例
論文名稱(外文):An Integrated Approach to Implement Business Process Reengineering
指導教授:劉志明劉志明引用關係
指導教授(外文):Liu Chih-Ming
學位類別:碩士
校院名稱:國立清華大學
系所名稱:工業工程與工程管理學系
學門:工程學門
學類:工業工程學類
論文種類:學術論文
論文出版年:1999
畢業學年度:87
語文別:中文
論文頁數:89
中文關鍵詞:企業流程改造模式構建導入程序資訊模組企業知識庫
外文關鍵詞:Business Process ReengineeringModelingProcedureEnablerEnterprise Knowledge Base
相關次數:
  • 被引用被引用:31
  • 點閱點閱:292
  • 評分評分:
  • 下載下載:0
  • 收藏至我的研究室書目清單書目收藏:2
企業流程改造是促成企業整合、轉型與再生,以保持企業競爭優勢的利器。由於企業流程改造的範圍涵蓋了組織、文化、與功能各方面,其成敗對企業未來有關鍵性的影響,因此過去學者對此有不少研究,但卻偏向局部問題的探討,缺乏整體性的方法,使企業決策者在面臨此問題時不知從何下手,而花鉅資由對該企業之特有體質了解不深的顧問公司主導其過程,導致企業流程改造的失敗案例時有所聞。
本論文以整體的觀點,並結合過去相關的研究成果,提出一套整合性企業流程改造方法。從模式構建、導入程序、與資訊模組三方面加以串聯,配合評估技術、專案風險管理、與企業知識庫建立,發展出企業流程改造導入程序的細部工作步驟,讓企業決策者能掌握龐大企業系統其內在環境與外在環境的動態,以勾勒未來的願景,然後透過企業流程改造,引進適當的資訊模組來實現企業目標。本方法的重點包括:[一]思考模式、評估模式、與流程模式建立,[二]企業流程改造專案導入程序的細部工作步驟及其風險分析與管理,[三]企業資源規畫系統的內涵及其資訊模組,[四]企業知識庫的建立與運用。
首先說明企業決策者必須先了解企業知識的內涵,並建立總體環境、市場需求、競爭情報、策略技術、與流程管理知識庫,然後運用相關知識,當該企業在面臨企業流程改造時透過思考模式決定在企業空間中內在環境與外在環境的現在與將來位置,以及目前在方法空間中是否有對應的工工手法與資訊技術可用,然後透過評估模式中由上而下的需求與可行性評估與由下而上的標準化與合理化評估來制定流程改造的細部工作指標,並選出核心流程與欲導入的資訊模組,並以流程模式建立核心流程的現在模式與將來模式,最後透過導入程序細部工作步驟中的專案規畫、流程分析、系統建立、與系統運作等四個階段,來實現企業流程改造,並進行風險管理與績效衡量。
在本論文中並討論兩個藉引進企業資源規畫系統來進行企業流程改造的臺灣電子公司案例,以驗證本方法的合理性與通用性,並提出比較與建議。以期將來企業隨時代的進步而推行企業流程改造時,能有一套系統的方法,以達成企業整體理想化的目標。
To keep the competitive advantage of an enterprise, Business Process Reengineering (BPR) is the best approach to implement enterprise integration and enterprise transformation. Because BPR affects the organization, culture, and functions within an enterprise and decides its future, many researchers study in this field. However most studies intend to solve particular problems, and lack of a methodology in general. So the decision makers of an enterprise do not know how to do it when they need BPR. They spend a lot of money hiring consultants who are not familiar with the feature of their enterprise to lead the project of BPR, and many of them fail in BPR.
In this thesis, we will introduce an integrated approach to implement BPR. It combines the studies in the past to connect modeling, procedure, and enabler of BPR. It uses evaluation techniques, project risk management, and enterprise knowledge engineering to develop the detail steps to implement BPR so that the enterprise decision makers are able to understand the dynamics of internal and external environment. Then they can achieve the strategic goals in the future by BPR. The key points of the thesis are: 1. the construction of strategic model, evaluation model, and process model, 2. the detail steps to implement BPR and risk management, 3.the modules of enterprise resource planning system, 4.the establishment and application of enterprise knowledge base.
First, the enterprise decision makers have to understand the content of enterprise knowledge base, including economic environment base, market requirement base, competitive intelligence base, strategic technique base, and process management base. Second, use the knowledge and introduce the strategic model to decide the present position and future position in the enterprise space and search appropriate implementation techniques in methodology space. Then use the evaluation model including the top-down requirement evaluation and bottom-up standardization evaluation to set the detail goals of BPR. Finally choose the key process and information module and construct the As-Is model and To-Be model by process model. Third, implement BPR project through the four stages of detail steps, including project planning stage, process analysis stage, system setup stage, and system running stage.
We also study two cases of electronic companies in Taiwan to verify the approach introduced in this thesis. These two companies implemented BPR by introducing enterprise resource planning systems. Moreover, we will give some conclusions and suggestions so that the decision makers are able to lead their enterprise to success through BPR.
摘要.................................................................................i
誌謝詞............................................................................ii
目錄...............................................................................iii
圖目錄...........................................................................vi
表目錄...........................................................................ix
第一章 緒論...................................................................1
1.1 研究動機與目的......................................................1
1.2 問題描述與研究範圍..............................................3
1.3 研究方法..................................................................5
1.4 研究架構..................................................................7
第二章 文獻回顧...........................................................9
2.1 企業模式與流程模式之建立..................................9
2.1.1 CIM-OSA架構.......................................................9
2.1.2 IDEF方法.............................................................10
2.1.3 ARIS模式.............................................................11
2.1.4 其它.....................................................................12
2.2 企業流程改造之導入程序....................................13
2.2.1 企業流程改造之意義.........................................13
2.2.2 企業流程改造實施之步驟.................................14
2.2.3 實施企業流程改造之成敗因素與風險分析.....15
2.3 資訊技術對現代企業之影響................................18
2.3.1 電腦輔助設計與製造.........................................18
2.3.2 電腦整合製造.....................................................19
2.3.3 企業資源規畫系統.............................................20
2.4 企業目標與企業知識............................................23
2.4.1 企業願景、企業價值與企業策略.....................23
2.4.2 企業知識.............................................................24
2.5 結論........................................................................26
第三章 整合性企業流程改造方法.............................27
3.1 企業流程改造之模式構建....................................29
3.1.1 思考模式.............................................................29
3.1.2 評估模式.............................................................31
3.1.3 流程模式.............................................................33
3.2 企業流程改造之導入程序....................................37
3.2.1 系統設計程序與專案管理程序.........................37
3.2.2 企業流程改造專案之風險分析與管理.............39
3.2.3 企業流程改造導入程序之建立.........................40
3.3 企業流程改造之資訊模組....................................44
3.3.1 企業資源規畫系統之特質與模組架構.............44
3.3.2 現有企業資源規畫系統之比較.........................46
3.4 企業流程改造之企業知識庫................................48
3.4.1 企業知識之內涵.................................................48
3.4.2 企業知識庫之建立.............................................49
3.4.3 企業流程改造參考模型.....................................52
第四章 案例研究.........................................................54
4.1 案例一....................................................................54
4.1.1 專案規畫階段.....................................................55
4.1.2 流程分析階段.....................................................59
4.1.3 系統建立階段與系統運作階段.........................65
4.2 案例二....................................................................69
4.2.1 專案規畫階段.....................................................69
4.2.2 流程分析階段.....................................................72
4.2.3 系統建立階段與系統運作階段.........................77
4.3 案例比較與討論....................................................81
第五章 結論與未來研究方向.....................................83
5.1 結論........................................................................83
5.2 未來研究方向........................................................85
參考文獻......................................................................86
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