壽險業在歷經二次的金融變革，一是由於政策開放使得經營更加自由化、國際化；一是由於法制變革開啟了金融業的整合時代。未來將面臨金控的競爭、更多金融機構的整合、更多金融商品的結合與創新、營運績效的提升、策略聯盟的建構、資訊技術的應用等更多的挑戰，使得壽險業在競争激烈的環境中，亟思運用IT科技進行流程再造，來創造新的差異化優勢。 本文研究以實務的角度，分析一個以永續經營為目標的壽險公司，如何運用IT技術進行流程再造，達到提昇客戶服務及降低公司成本的目標。同時讓壽險業瞭解流程再造後的發展影響與幫助，並從實際個案的探討規劃流程再造的策略藍圖，提出個案公司流程再造的過程，包括原有作業所遭遇的瓶頸、流程再造的方式與新增功能，及流程再造後效益的呈現等。 個案公司進行流程再造的範圍在壽險行政與客戶服務作業，先以通過標準認證的「壽險行政與客戶服務作業流程」做基礎，主要是運用IT科技做為流程再造的工具，進行以下各項流程再造： 一、架設旅行險B2B及B2C、機場櫃檯B2B、團險B2B、學保B2B、銀行ATM連 線B2C網際網路作業平台，使用電子流程提高生產力及節省行政成 本。 二、建置客戶關係管理系統，強化客戶服務所需資料分析與管理資訊。達 成提昇客戶滿意度及客戶關係管理目標。 三、建置「影像處理與自動發單作業」系統，以壽險檔案電子化替代傳統 實體檔案。 流程再造的成功與否？全賴效益的呈現。效益的衡量需建立策略性績效評估制度，策略性績效評估制度為包括財務(定量)指標及非財務 (定性)指標，可以從財務、顧客、流程及創新四大構面來衡量，並訂定衡量績效指標。而個案公司流程再造的成功關鍵，主要在於企業文化的樹立與決策高層的支持，以及再造團隊的堅持與決心。 流程再造也是企業的「藍海策略」，在金融服務業的創新過程中，如何讓消費者（客戶）得到最大價值，讓客戶得到超出預期的差異化服務，這就是服務創新，亦是服務的流程再造。而運用IT科技進行流程再造，是達成目標最快最有效率的捷徑。 / Abstract The life insurance industry has been through two times of financial revolutions and move towards liberalization and internationalization. Besides, changes in regulation brings in financial integration and financial institutions now face challenges from financial holding companies, mergers and acquisitions, and product innovation, cross selling, and so on. In the matter described, the life insurance industry urgently uses the IT technology to exercise business process reengineering（BPR）to create the new niche. This paper, in a case-study view, discusses how the life insurance company can use BPR to promote customer service and reduce the company cost under the intensive financial competition environment. It will also help the life insurance industry understand the effects of BPR, discusses the strategy of BPR. The paper will describes how a life insurance company in Taiwan implement BPR including the difficulties met in the beginning, the new functions, and the benefits after implementing BPR. The studied company applies BPR to the life insurance administration function and the customer service function. The BPR is based on the standard authentication of these two functions and then mainly makes the IT technology to set up the Internet work platform. It works in B2B and B2C of the traveling insurance, B2B of counter checking in the airport, the group insurance , the students’ group insurance, and the bank’s ATM. In this way, it enhances the productivity, saves the administrative cost, and achieves the customer relations management （CRM）goal. How do we know whether BPR work or not? We have to do cost-benefit analysis. The evaluation must establish the strategy achievements appraisal system which includes the finance (quantitative) index and the non- finance (qualitative) index. There are four aspects to measure: finance, customer, process, and innovation. The studied company’s success lies in the enterprise culture and manager’s support. BPR, which is implemented with IT technology to create core competition, also is the blue ocean of the enterprise. The innovation in the financial services industry is how to let the consumer (customer) obtain the greatest value. Employing IT technology to implement BPR is the way to go.

我國壽險產業在產品、獲利、通路、法令及未來發展方向等各方面的改變，造成各壽險公司必須在經營策略上有所改變。而基於資訊系統對企業影響演進的歷程與策略協同模式的觀點，當代企業，資訊技術已扮演著舉足輕重的角色，從降低成本與提升效率到企業再造與典範移轉。雖然資訊系統是協助組織面對環境改變與企業經營的基礎，也是在知識經濟下以知識為基礎的新產品與服務的基石，但是若企業的策略無法與IT的策略緊密的結合，資訊技術就無法發揮其應有的功效。 老舊系統在面對包括驟變的產業模式、驟變的商業模式、新興的資訊技術與新的資訊技術架構等多面向的衝擊，實在無法協助企業，達到敏捷性企業的境界，因此必需要考慮資訊系統的轉換。然而，老舊系統的轉換卻又是費時、耗錢且冗長的工作，同時，很多企業的系統轉換，並不是一次完成，而是靠一連串的系統改善或再造專案來完成，就更容易造成前後不一致的狀況，而無法達成預期的目標，因此，在進行資訊系統轉換之時，必須要擬定老舊系統轉換策略，才能夠整合各自獨立的專案，朝向一致的目標邁進。 / Life insurance industry of our country is in the changes of various fields such as products, profits, distribution channels, regulations and future thrusts. Lots of insurance companies have to change their strategy. As we knew information technology has been playing very important roles, for example, IT can provide critical revenue opportunities and cost savings during tough times and IT has become both an enabling element and driving force within this rapidly shifting industry, but base on the theory of business IT alignment, if IT strategy could not align with business strategy then it could not work as efficiency as we expected. The need for agility is commonplace across every industry. Could the legacy systems support this kind of change? Unfortunately, most legacy systems prevent businesses from being more adaptable to change. The only way is transforming legacy architectures into reliable, adaptable assets that contribute to ability of an enterprise to respond to continuous, fast-paces change. But transforming the legacy system is time-consuming, expensive and tediously long work, we have to set up legacy systems transformation strategy to ensue successful.

印刷業的業態可歸類為製造業及服務業二者的綜合體，從客戶接單開始到生產製造出印刷完成品送至客戶端這中間流程的複雜度及變化度，對於個案公司日常營運的管理能力及製程能力都深具考驗。本論文以PWIO模式為架構，個案公司為主體，分析及呈現企業內部流程實作，了解其可強化改善之處，提出具體建議以供個案公司目標修正之參考。本論文同時結合品質成本管理分析與PWIO模式，辨識改善品質成本目標所闗聯之價值流程，以供個案公司未來進行流程改善及設定績效管理，達到目標設定之品質成本結構，以強化個案公司之競爭力，降低成本增加獲利。 本研究針對個案公司，透過PWIO模式及品質成本管理分析之結合應用，所得具體結論及建議包括： 一、就銷售及收款、付款循環而言： 1. 縮短應收帳款與沖帳作業的催帳時間，調整逾齡帳款處置時間與設定停止交易日，避免時間拖延而提高產生壞帳的風險。 2. 建立客戶信用評等機制，降低客戶倒帳風險。 二、生產作業偱環： 3. 排單作業應由印刷廠務純人工作業改為由行政系統改版加入自動篩選建議功能, 以提昇印刷廠務排單的精確度及自動化，增加生產效率。 4. 建立一套庫存管理稽核制度及領料制度，以確保原物料的持續供應，亦可較精確地估算每批印件的生產成本，業務人員在估算價格及利潤時能更精確的掌握。 5. 重新檢討個案公司目前之品檢制度及人力配置，設置廠內品管人員改善廠內生產不良品比率，以減少時常要插單補印壞品數量賠償。 三、品質成本管理： 個案公司之品質成本結構中，內部失敗成本加上外部失敗成本相對於品質成本的比例高於70%，預防成本比例低於10%，可以得知個案公司在品質成本管理上，可加強預防成本及鑑定成本的投資及改善，以降低品質成本。 / Using a case study methodology, this research studies subject company which operates in the printing business that focuses on printings and packing products. Due to the job or customer-tailored, and the artistic characteristics of the printings, the ability of management to deal with the complexity of production process is critical for business success. The research uses PWIO approach to analyze and display the subject company’s operation process, as the basis for improvement suggestions. In addition, a combination of PWIO and concepts of quality cost management, this study is able to form the foundation of future improvement and the framework for performance evaluation and management. In summary, the major conclusions and suggestions found in this study are as follows: 1. Sales aspect: Setting a credit policy for clients in order to control the exposure of credit risk. 2. Payment term: In order to reduce the risk of bad debts, we suggest a more rigid review of accounts receivables turnover rate, overdue accounts, and the allowance for uncollectible accounts 3. Production aspect: 1. We suggest Production schedule should be arranged by automatic system instead of manual operation so as to improve production efficiency and maximize outputs. 2. Establish a stock management system in order to assure the supply of raw materials and compute the production cost more accurately. 3. Review the current human resource deployment and the rules of quality management. We suggest that more QA personnel should be staffed to make sure the consistence of product quality. 4. Quality cost management: The research finds that the ratio of internal and external failure costs to total quality cost is greater than 70% for subject company, while the ratio of prevent cost to total quality cost is less than 10%. A further review of stuffs’ skill and training programs are therefore suggested.