臺灣博碩士論文加值系統

　　「顧客滿意」是企業永續經營的基礎，惟有顧客滿意方能創造利潤，而利潤來自於價值的創造，如何增加價值及降低成本是企業提升利潤的重要任務。因此，建構一個以顧客導向為根本的價值鏈，企業方能創造競爭優勢。「流程」代表一連串結構化的作業活動執行，以提供產出給顧客，愈來愈多的組織藉由作業流程的整合來完成顧客滿意的目標，功能式組織逐漸被流程組織所取代。許多研究指出適當的組織流程再造，可使生產較有效率、獲得較高的品質與較低的成本，也可使公司在時間、成本、資源等要素上獲得巨大且持續性的改善。
　　本研究以國內某國營工廠為案例，調查其生產管理績效指標之設定、生產流程績效與核心程序界定出發，建立「績效指標之意涵」、「價值鏈之涵蓋比率」以及「顧客導向之程度」三構面以分析、比較，經由相對性量化做為審視部門績效牽動成員之執行程序與焦點，以及其能為顧客增值的自我驅動機制，並利用DMAIC手法進行再造活動之規劃，藉以建立新流程，整合企業內部之規劃決策以強化企業資源，進行提高組織效率及產品績效，使顧客導向不只是口號，而是依流程運作後可達到的目標。
　　最後，經與四家業界公司進行訪談，肯定此研究之運用績效指標分析於流程改造的進程與步驟，將有助於推動公司內部品質改善生產績效提昇並加以保持。

The organization can survive forever based on Customer satisfaction which creates profits from value creation. How to increase the value and decrease the cost is an important task of an organization. Thus to build a value chain combines with customer-orientation will create competitive advantage.Processes are increasingly being seen as the way to organize firms, versus by function. One of the biggest advantages of focusing on processes, rather than functions, is that processes enable the organization to focus on the customer. Many researches emphasized the importance of organizations properly redesigning their processes and structures, so that they will become more efficient with higher yield, better quality and lower cost. The scholars also indicated that process re-engineering obtains dramatic and sustainable improvements in time, cost, resources, etc.
This study takes a national manufacturing plant’s strategy of production performance promotion as an example to do the research, and starts it from survey and analysis on current performance indicators’ setting of production and combines with both theory and establishes three dimensions’ analysis and comparisons, including “implications of performance indicator”, “covering percentage of value chain” and “degree of customer-oriented” which are quantified and qualified relatively and separately. This analysis and comparisons can be utilized to investigate the effectiveness of working procedures, focus on routine jobs, the capabilities of value creation and self-driven mechanism of members of production department. This study uses the DMAIC (Define-Measure-Analysis-Improve-Control) cycle to deploy the re-engineering activities. The main purpose is to work out a strategy in integrating all internal and external customers’ output and feedback so as to promote production performance.
Finally, interviews in-depth have been performed with four companies in industries. It is highly convinced the analysis and comparisons being applied in process re-engineering strategy can be beneficial for manufacturer’s driving quality improvements and promoting production performance.

摘要.................................... Ⅰ
Abstract............................... Ⅲ
誌謝.................................... Ⅴ
目錄................................... Ⅵ
圖表索引................................ Ⅷ
第壹章　緒論............................. 1
第一節 研究背景與動機.................... 1
第二節 研究目的......................... 3
第三節 研究流程......................... 4
第四節 論文撰寫結構...................... 6
第貳章　文獻探討......................... 7
第一節 企業流程再造...................... 7
第二節 價值鏈........................... 13
第三節 六標準差與顧客導向. ................18
第四節 生產績效衡量...................... 28
第五節 品質成本......................... 36
第六節 本章小結......................... 43
第參章　研究設計......................... 44
第一節 研究架構與假設.................... 44
第二節 個案公司生產流程.................. 46
第三節 研究方法......................... 49
第四節 生產流程改造.............. ........53
第五節 流程改造前後之特點比較............. 63
第肆章　研究結果驗證...................... 67
第一節 訪談計畫......................... 67
第二節 公司簡介......................... 72
第三節 訪談匯整......................... 77
第伍章　結論與建議........................ 82
第一節 研究結論......................... 82
第二節 研究貢獻......................... 83
第三節 研究限制......................... 84
第四節 研究建議......................... 85
參考文獻................................ 86
壹、中文部分............................. 86
貳、英文部分............................. 89
作者簡介................................ 98

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