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題 名 | Using TOC CCPM S&T Tree to Rapidly Improve Performance of New Product Development Projects: A Case Study in Taiwan |
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作 者 | Hwang, Yunn-jin; Chang, Yu-min; Li, Rong-kwei; | 書刊名 | 專案管理與系統工程學報 |
卷 期 | 4:TOC(限制理論)專刊 2009.06[民98.06] |
頁 次 | 頁95-110 |
分類號 | 494.5 |
關鍵詞 | Theory of constraints; TOC; Critical chain project management; CCPM; Strategy and tactics trees; S&T trees; |
語 文 | 英文(English) |
英文摘要 | Despite hundreds of reported accounts of successful Theory of Constraints (TOC) Critical Chain Project Management (CCPM) implementations, project managers still raise two immediate concerns: (1) TOC CCPM solutions are conceptual only and lack solid implementation steps to effect the change; (2) A good project management foundation to handle uncertainty is a pre-requisite, and reducing variation is the key. Building or improving the foundation (such as Lean, 6 Sigma, Product Data Management (PDM) system, etc) should be the priority. For the first concern, E. Goldratt developed the Strategy and Tactics (S&T) tree to provide step-by-step guidance for effecting the change. However, other researchers have not extensively investigated Goldratt’s approach and its effectiveness has not been empirically validated. Regarding the second concern, unless a successful case can disprove it, the concern will remain. Consequently, companies with a poor management foundation will hesitate to adopt CCPM and miss significant improvement potentials. This paper presents a case study of a Taiwan high tech electronic components manufacturing company that, like most other manufacturers that have many new product development projects, lacked a good project management foundation. Nevertheless, the company adopted Goldratt’s CCPM S&T tree and the related logic and implementation steps were followed accordingly. The objectives of this case study are to validate that: (1) the logic of the CCPM S&T tree is robust and effective and (2) a good management foundation is not a pre-requisite for implementing TOC CCPM. The key to achieving successful improvements is to adopt the right concepts, establishing mechanisms to stabilize the system first before kaizen (changing the processes to reduce variability and set-up time etc., which is the focus of Lean and 6 Sigma). |
本系統中英文摘要資訊取自各篇刊載內容。