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頁籤選單縮合
題名 | 運用限制理論進行組織重整及問題改善研究=Research on the Theory of Constraint Implementation to Reorganization and Problem Solving |
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作者 | 黃淑貞; 陳獻清; 李榮貴; 鍾宜展; 蔡志弘; Huang, S. C.; Chen, H. C.; Li, R. K.; Chung, Y. C.; Tsai, C. H.; |
期刊 | 萬竅 |
出版日期 | 20081100 |
卷期 | 8 2008.11[民97.11] |
頁次 | 頁63-90 |
分類號 | 494.5 |
語文 | chi |
關鍵詞 | 限制理論; 思考程序; 準時交貨; 問題改善; Theory of constraints; TOC; Thinking process; On time delivery; Problem improvement; |
中文摘要 | 為維持市場的競爭優勢,對於如何縮短生產時間,並確保訂單準時交貨一直是本研究個案公司努力的方向。但事實上,還是經常接到客戶有關訂單交貨不準時,或是生產時間過長等抱怨。其實個案公司已投注了不少資金建構生產管理系統,但仍無法有效改善如訂單交期不準時、無法即時掌握工廠生產等問題,所以本研究期望能運用限制理論來進行組織問題的改善。另外,在接單式生產的工廠裡,生管部門是非常重要的單位,在本研究分析訂單交期不準時的過程中發現,生管部門在整體運作上也存在著一直未被改善的問題,所以本研究也將依循著限制理論的思維程序,帶領生管同仁一同參與組織問題的診斷,透過工作問題的收集找出組織的內部限制,再一起研擬改善對策打破限制,進而完成生管部門組織問題改善。本研究應用限制理論的思考程序,依據改變什麼、改變成什麼、如何改變等三大步驟,由不良效應分析出核心問題,建構撥雲見日圖及未來圖,設定「確保生產排程效益」為中繼目標,並展開達成中繼目標對策的行動圖,進而解決訂單交期不準的組織問題。在生管問題改善部份,運用限制理論程序診斷組織問題,發現其內部限制為不當的內部作業流程及分工方式,透過未來工作目標到展開實際的行動方案,生管部門從調整內部作業分工開始,進行生產排程管理達成掌握工廠生產的目的。 |
英文摘要 | For keeping the competitive advantage which how to cut down the produce time and ensure order on time delivered these always are the organization striving directions. But actually we got many complains from our customer about order delay delivered or produce time was too long frequently. In case, they paid more invests for set up production management system but haven’t improved the on time delivered and cut down produce time by effectively. So, we use Theory of Constraints (TOC) to diagnose organization’s internal constrain and expect the TOC will be succeed to solve the organization’s problems. On the other side, in the make-to-order (MTO) factors the Production Control department is the most critical key for the coordinate with Production and Sales. But we found the Production Control department hadn’t played the role of coordinate by appropriately because they have some problems what hadn’t solved till now yet in this case. We lead the colleagues following the TOC thinking process to find out the internal constrain of Production Control department and all colleagues joint to discuss the solvent stratagems to break the internal constrain let the department improvement will be work out. The study applies the TOC thinking process is implemented and according to the three steps (What to change? To what to change? How to cause the change?) to analyze the core problem from UDEs, constructing the Evaporating cloud and Future Reality Tree (FRT), setting the Intermediate Objectives for production schedule benefit ensured , then unfold the improving actions (Transition Tree) to solve the order delay delivered problem. |
本系統之摘要資訊系依該期刊論文摘要之資訊為主。