摘要與目錄

Size: px

Start display at page:

Download "摘要與目錄"

赐嫡朋
4 years ago
Views:

1 摘要資訊科技的發展與應用日新月異, 越來越多的企業隨著時代的潮流, 導入了各種資訊科技的軟硬體, 期待可以幫助企業經營得更好然而, 我們也看到很多的失敗案例, 是資訊科技發展得不夠成熟, 功能不夠強? 是引進的方法錯誤? 還是使用者不懂得如何使用? 在愈來愈趨競爭的環境下, 企業必須要好好思考如何才能夠讓失敗案例不再出現, 讓資訊科技可以真正幫助到企業的獲利限制理論的創始者 Eliyahu M. Goldratt 博士認為資訊科技的威力是非常強大的, 而且也是可以真正幫助到企業的, 只要我們願意從更寬廣的角度企業整體效益來看資訊科技的問題而要達到企業整體效益, 則必須明瞭資訊科技只是必要條件而非充分條件, 所以在引進資訊科技必須要同時滿足並提供充分條件限制理論認為這個充分條件就是改變那些在資訊科技引進之前就已經存在的運作規則本研究將以限制理論對資訊科技的思維, 分析對象公司在引進先進規劃排程 (Advanced Planning and Scheduling; APS) 系統時所遭遇到的問題, 找出其所欠缺的充分條件, 並且設計出對象公司可採用的運作規則, 以建立一個新且可行的 APS 系統運作模式, 並期待能應用到其他資訊科技的範疇關鍵字 : 限制理論資訊科技先進規劃排程 i

2 ABSTRACT As the development and application of "Information Technology (IT)" progress day by day, more and more business follow this age tide to bring various of IT software and hardware and hope them would help the business to operate better. However, there are still many failure cases. Is the IT not well developed or function not enough? Are the implementation methods mislead? Or the user doesn't know how to use? In the more and more competitive environment, the business must think thoroughly how to prevent the failure case happened again. Then the IT would actually help the business. The founder of "Theory of Constraint"(TOC), Dr. Eliyahu M. Goldratt considers that the power of IT is very enormous, and does be able to help the business. Only if we view the problem from a wider angle "Business Global Benefit". In order to achieve business global benefit, it should be convinced that IT is necessary but not sufficient. Therefore while bringing in the IT into the business, it should satisfy and provide the "Necessary and Sufficient" conditions simultaneously. TOC indicates that this "Necessary and Sufficient" condition is to change those operation rules which have already existed before IT conducting. This study will use the thinking process of TOC to IT to analyze the problems happened in target company while conducting the "Advanced Planning and Scheduling"(APS) system. Find out the "Necessary and Sufficient" conditions and design the adoptable operation rules for target company to build up a new and realistic operation model of APS system. Finally, hope this study can apply to other IT scope. Key word : TOC, Theory of Constraints, IT, Information Technology, APS, Advanced Planning and Scheduling ii

3 目錄頁次摘要......i 目錄 iii 圖目錄 / 表目錄..... v 第一章緒論 1.1 研究背景與動機研究目的研究架構第二章文獻探討 2.1 先進規劃排程 (APS) 之相關理論生產管理傳統生產規劃與排程系統之缺失先進規劃排程之概念與功能特色限制理論限制理論簡介限制理論思維程序..15 第三章個案公司現狀介紹與問題分析 3.1 個案公司簡介個案公司導入 APS 系統前的計畫排程方式個案公司導入 APS 系統的過程個案公司導入 APS 系統後遇到的問題個案公司問題分析與架構 APS 系統對於生產管理單位來說, 其真正威力是什麼? APS 系統減輕了生產管理單位的什麼限制?..28 iii

4 3.5.3 使用者的限制又寄生於目前的那種運作規則中? 本章小結.. 35 第四章新的 APS 系統運作模式的構築 4.1 要解決限制, 我們要採用那種新的運作規則? 生產管理單位與業務銷售單位之間的產銷協調拉(Pull) 式供應鏈與配銷管理模式緩衝管理績效指標評量的設定生產管理單位與製造單位之間的生產協調改變績效指標評量鼓緩衝繩 (Drum-Buffer-Rope; DBR) 以緩衝管理解決在製品跟催的衝突鑑於規則的改變,APS 系統也要做出什麼改變? 怎樣主導這場變革?..54 第五章結論與未來研究方向 5.1 結論未來研究方向..57 參考文獻.59 iv

5 圖目錄頁次圖 1-1 研究架構圖圖 2-1 傳統分隔式的生產運籌模組架構. 5 圖 2-2 限制理論 Thinking Process 流程...16 圖 3-1 產出計畫邏輯圖...19 圖 3-2 APS 系統架構圖..24 圖 3-3 個案公司目前的 APS 系統運作模式.29 圖 4-1 產品層級 (Product Hierarchy) 範例 39 圖 4-2 產銷協調流程圖...42 圖 4-3 緩衝區示意圖...44 圖 4-4 個案公司產銷協調的緩衝管理示意圖...46 圖 4-5 鼓 - 緩衝 - 繩 (Drum-Buffer-Rope; DBR) 執行觀念圖...50 圖 4-6 以緩衝管理解決在製品跟催的衝突執行示意圖 51 圖 4-7 個案公司新的 APS 系統運作模式.54 表目錄頁次表 3-1 產能限制表...18 表 3-2 產能轉換表...19 表 3-3 在製品在不同製令點之預估產出時間表...20 v

1

Activity- based Cost Management: A New Mode of Medical cost Management () 1 Activity - based Cost Management A New Mode of Medical cost Management Abstract With the development of medical market, the defects