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| 題 名 | 中鋼公司第二階段流程改造=The Phase Ⅱ Business Process Reengineering of CSC |
|---|---|
| 作 者 | 陳建州; | 書刊名 | 技術與訓練 |
| 卷 期 | 32:1=238 2007.03[民96.03] |
| 頁 次 | 頁1-10 |
| 專 輯 | 生產管理技術專集 |
| 分類號 | 494 |
| 關鍵詞 | 企業流程改造; Business process reengineering; |
| 語 文 | 中文(Chinese) |
| 中文摘要 | 企業流程改造是一種企業變革活動,公司經理人為實現企業的願景,設定關鍵績效指標(Key Performance Indication, KPI),把個人和部門的目標與公司的整體戰略目標連繫起來,重新而徹底地去分析與設計企業的活動程序,並管理相關的企業變革,以提高公司整體績效,使企業達到戲劇性的巨幅成長。中鋼公司流程改造的雙核心是企業流程創新和建構供應鏈管理資訊系統。因應POSCO進行企業革新(Process Innovation),大幅縮短熱軋訂單的前置時間,由30天減少至14天,於是中鋼公司在國民91年4月15日重新啟動流程改造委員會,藉以提升公司整體競爭力,為達成公司管理階層所設定的KPI,並於民國93年11月引進供應鏈管理(SCM)套裝軟體,計劃在2年內建構完成及上線。企業流程改造除了需要考量系統能力、管理能力等競爭能力的提升外,同時需要在硬體設備上投資,使技術能力、設備能力再精進,才能達成公司設定的KPI。本文主要介紹中鋼公司第二階段程造委員會的工作成果與心得。 |
| 英文摘要 | Business Process Redesing/Reengineering (BPR) is an activity of business changing. It can be defined as “the analysis and design of workflow and processes within and between organizations”. The top manager of a company usually sets some Key Performance Indications (KPI) to realize the vision of business. KPI connects the goals of personal and department with the business strategies of company. The dual cores of BPR at CSC are business process innovation and supply chain management system implementation. Due to the impact of POSCO reducing the order lead-time (hot-rolled products) from 30 to 14 days through process innovation, CSC decides to restart the Commission of BPR in 2002, aiming at promoting the entire competitiveness of CSC and achieving the goal of the KPIs. Through a series of change management activities, we hope to promote the entire performance of company and have a dramatic growth. Next, we kicked off the project to implement supply chain management system at end of 2004. The project was accomplished at the end of 2006. In addition to increasing the competitiveness of software and management, BPR should include hardware investment to raise the capabilities of production and technology. This paper introduces the performance and experiences of BPR at CSC. |
本系統中英文摘要資訊取自各篇刊載內容。