(第一分科会『変形性膝関節症の最新の評価と治療』)(第35回日本理学療法士協会全国研修会特集号(テーマ:理学療法における最新の評価と治療))

Kyoto University (京都大学) / 0048 / 新制・課程博士 / 博士(工学) / 甲第16817号 / 工博第3538号 / 新制||工||1535(附属図書館) / 29492 / 京都大学大学院工学研究科都市社会工学専攻 / (主査)教授 中川 大, 教授 谷口 栄一, 教授 藤井 聡 / 学位規則第4条第1項該当

京都大学 / 0048 / 新制・課程博士 / 博士(経営科学) / 甲第21941号 / 経営博第3号 / 新制||経営||1(附属図書館) / 京都大学大学院経営管理教育部経営科学専攻 / (主査)教授 COLPAN Meziyet Asli, 教授 徳賀 芳弘, 教授 砂川 伸幸 / 学位規則第4条第1項該当 / Doctor of Philosophy in Management Science / Kyoto University / DGAM

行動上網之概念已提出多年，然受制於硬體規格限制與資訊實用面廣度、深度不足，因此市場未如預期般快速成長。如今受惠於系統業者廣佈GPRS系統，功能性手機普及化，以及內容提供者積極參與，行動數據服務始展露一絲曙光。和信電訊公司看好市場前景，藉與NTT DoCoMo合資關係引進行動上網服務典範─i-mode。本研究之主要目的旨在檢視目前台灣i-mode服務之品質，經結合理論探討與實務分析，具體提出發展行動數據服務之改善要素。 本研究彌補國內相關研究在深度上之不足，採質性研究法，以NTT DoCoMo發展i-mode服務為模式，就技術、內容、策略和使用之關鍵面向，深入訪談系統業者、內容提供者和使用者後，交叉分析以找出三者認知上之落差，進而推論改善行動數據服務品質之關鍵要素，並提出建議解決方案。 本研究結果發現：系統業者之改善要素包括價格、手機選擇、連線品質、行銷、後端管理及利潤分享；內容提供者之改善要素包括價格、實用性、介面、品牌及獲利模式。本研究最大貢獻亦在於提供相關業者諸多建言及產業發展方針，整體而論：第一，系統業者應致力於提升行動上網平台之可用性；第二，內容提供者宜鎖定目標客群主動創造需求；第三，系統業者和內容提供者應從商業合作關係提升為策略聯盟關係。在延伸討論部份，本研究認為：第一，應建立以內容聚集為中心之商務模式架構；第二，推動XHTML做為改善非人性化介面和網路封閉性之解決方案；第三，將行動數據服務從以個人為單位提升到社會關係的層次；第四，開發企業用途之應用，將服務拓展至企業市場。 / The concept of mobile internet has been introduced many years ago; however, due to the limits of hardware standards and the inadequacies of breadth and depth of information practicability, the market didn’t rise and flourish as expectations. Now because of the benefits of distributions of GPRS network system, popularization of feature cellular phones, and active participation of content providers, the mobile data services start to grow. With faith in good prospects of the market, the KGT company introduced i-mode, the paradigm of mobile internet services, from NTT DoCoMo through their partnership. The main purposes of this research are to view the quality of recent i-mode service in Taiwan, and to concretely propose key improving factors of developing mobile data services through integration of theory reviews and practice analyses. For retrieving the lacks of depth in former domestic researches, this research uses the i-mode service as an example and adopts qualitative research methods by deeply interviewing with the operator, the content providers, as well as the users on critical aspects of the technology, the content, the strategy, and the usage. Then, after cross-analyzing to find gaps of the cognition among the three roles, this research infers the key factors to improve the quality of mobile data services and proposes the corresponding solutions. The major findings of this research are as follows. The improving factors of operators includes the price, the phones selectivity, the connection quality, the marketing, and the profits share. Those of content providers includes the price, the practicability, the interface, the brand, and the profit-earning model. This thesis also contributes many suggestions and guidelines of industry development for relevant players. First, operators should strive for enhancing the usability of mobile internet platforms. Second, content providers ought to aim at target customers and actively create demands. Third, the relationship of operators and content providers must be promoted from business cooperation to strategic alliance. In the section of extended discussions, this research presents several recommendations. First, a framework of content aggregation-centered business models should be established. Second, XHTML should be drived as a solution to improve recent unfriendly interfaces and network closure. Third, mobile data services based on individuals should be raised to a high level based on social relationships. Fourth, services should be expanded to cooperate market by developing applications for enterprise purposes.

我國銀行業於1991年開放新民營銀行設立，使得整體銀行的服務水準得以提升，新金融商品的開發更加快速，但利率自由化，以及各銀行採取價格競爭策略爭取客戶之作法，使得存放款利差日益縮小，各項經營風險隨之提高。金融機構惡性競爭不僅導致銀行授信品質日益惡化，同時也壓縮了銀行的獲利能力。近年來台灣經濟的不景氣與金融環境快速的變化，金融業的競爭優勢將取決於對市場、顧客及競爭同業能否做出最佳及最具差異化之決策。然而金融業收入之穩定來源，取決於企業流程作業之有效性，企業需要檢視其作業流程以消除無效率及無附加價值的作業，以降低成本、提升作業效率及效能。本研究應用企業流程資訊有機體分析架構(Tsaih and Lin 2006)，透過重現、系統化分析個案公司之房貸業務授信循環流程，並於評估流程實作後，提出相對應之作業流程及管理資訊之改善建議與管理議題，以提供個案公司做為未來管理房貸授信風險決策之參考。 / The deregulation of the Taiwan Banking industry started in 1991 has enhanced the quality of the financial service as well as speeded up the development of new financial products. The deregulation not only leads to the liberation of interest rate but also opens up the price competition between banks in order to attract customer and keep continuous sales growth. Such effect has depressed the spread of interest rate and instigated various operating risks. The cutthroat competition between banks results in deterioration of credit granting quality and reducetion in profitability. Due to the economic recession in Taiwan and the fast changing of financial environment in the recent years, the competitive advantages of the financial industry are determined by whether a bank is capable of making the best and differentiated reactions to market, customers and its competitors. The stability of the income generation to the financial industry depends mostly on the effectiveness and efficiency of the business processes. It is essential for an organization to oversee its business process to reduce less efficient, non-value-adding activities and costs. This study, based on an application to the Process-Wide Information Organism approach (Tsaih and Lin. 2006), investigates the mortgage loan business process of the subject company. By reconstructing and analyzing the practice of granting a mortgage loan, this study is able to provide corresponding suggestions with respect to process improvements and related managerial implications to the subject company.

採購部門之功能角色從企業中被動及支援者，逐步轉變成為今日具有影響企業策略之決策者。面對激烈的市場競爭，企業轉型時需以策略採購思維著手，將企業與採購策略相互配合方能創造客戶價值，增加企業競爭力。 本研究採取個案研究方法，經由蒐集個案公司及產業相關資料，並與管理階層訪談，瞭解個案公司面臨之管理議題。個案公司為大陸東莞之台資企業，產品為專業五金製品製造。為配合環境變遷面臨轉型，將生產重心由業電腦機殼轉移至大型遊戲機台組裝。遊戲機組裝市場特性為少量多樣與客製化，與原產品工業電腦型態相異，造成過往供應商物料短缺與新供應商開發困難。爾後與個案公司採購部門及相關部門多次深度訪談及焦點訪談，採用PWIO（Process Wide Information Organism）分析方法，詳實描繪企業採購及付款循環流程，將流程拆解成為請購、供應商管理、採購、驗收及應付款項處理作業向下延展至十一項作業功能並展開實作表，再將各作業流程細分為內、外向聯絡管道及接觸點並具體詳實描述。 透過PWIO描述及分析採購作業流程，找出造成個案公司管理議題之採購流程缺失，包含隨機篩選新供應商、新承認供應商直接成為合格供應商、供應商管理策略與企業策略未結合、供應商評鑑缺乏客觀衡量標準、及供應商評鑑作業未與執行面配合。經由產業專家訪談、產業相關資訊之蒐集，及層級分析法(AHP)之應用，針對五項流程缺失給予改善建議方案，包含建立供應商初步媒合流程、配合企業策略設計新供應商評量表、建立新舊供應商分流管理制度、以企業策略著眼設計供應商評鑑表、及加強變革成效，促進新制度落實與執行五面向。以上建議方案可加強企業及採購策略之配合度，透過新舊供應商評鑑與管理篩選適當合作之供應商，將採購流程制度化，進而改善目前採購流程之問題。 / Strategic procurement is crucial to strengthen a company’s core competence in the competition among enterprises. Procurement function has evolved from being supporters to decision makers that can impact the company’s strategies. The main purpose of this research is to improve the procurement process which is related to the case company’s management issues. The case company is a metal case assembly manufacturer located in Dong-guan which has been specialized in Industrial computer products. To increase its share and profit, the company developed new business chances by entering the gaming market that requires high degree of customization and specialization. The switch had caused supplier cooperating and material shortage issues. By focus-group and in-depth interviews with its procurement team members, using PWIO (Process Wide Information Organism) as a description tool to record every single step of the procurement operation process, and finally analyzing all the steps, five crucial gaps are found. The five gaps include the lack of an organized process of new supplier selection, unfair new supplier management process, disconnection between supplier management and company’s strategy, non-objective methods for supplier evaluation, and not executing the evaluation results in practice. By interviews with experts in the industry, questionnaires for procurement members in the case company, and AHP, the research provides five solutions for to improve its procurement operation process. The five solutions include establishing new supplier searching scanning process, designing a new supplier evaluation sheet based on company strategy, practicing a dual management method for original and new suppliers, designing objective evaluation criteria for supplier management, and to strengthening the execution of the evaluation results. The five solutions can improve the procurement operation process, maximize procurement efficiency, and build up core competence while the case company enters the new gaming market.

京都大学 / 0048 / 新制・課程博士 / 博士(社会健康医学) / 甲第21034号 / 社医博第88号 / 新制||社医||10(附属図書館) / 京都大学大学院医学研究科社会健康医学系専攻 / (主査)教授 古川 壽亮, 教授 福原 俊一, 教授 松原 和夫 / 学位規則第4条第1項該当 / Doctor of Public Health / Kyoto University / DFAM

臺灣的男女死亡率皆呈現逐年遞減的趨勢，自1993年進入高齡化社會後，預計將會在2018年進入高齡社會；人口不斷老化的結果讓社會上不論人民或是如保險公司等年金提供者皆面臨愈來愈嚴重的長壽風險；目前現有文獻提出了許多方式以解決長壽風險，其中多數的方法皆需使用到對未來死亡率之預估。 本研究為了能夠更準確的預估未來死亡率的趨勢，參考了Lee Carter (1992)所提出之模型以及Li and Lee (2005)、Li (2013)提出之共同改善趨勢效果，提出考慮商品與商品間以及商品與整體人口間共同改善趨勢之死亡率模型；本研究利用臺灣之保險公司壽險及年金業務經驗死亡率和Human Mortality Database之臺灣人口資料對模型進行配適，並以MAE、MAPE、RMSE三項指標比較與Lee Carter模型之優劣。 最後，本研究利用所配適之模型進行預測，模擬自然避險之效果，檢視臺灣保險業進行自然避險的可能效益，並對決策者在於決定是否要進行自然避險方面給出建議。 / Taiwan became an aging society in 1993 and is expected to become an aged society in 2018. The progressive decrease in Taiwan mortality since the 20th century for both genders has made longevity risk a serious problem for both people and annuity provider in Taiwan. So far, the literature has discussed about how to deal with longevity risk and came out with several solutions which can be categorize as “industry self-insurance”, “ mortality projection improvement” and “capital market solutions” , most of them are related to the projection of mortality. In order to provide a more precise projection of future mortality trend, this article designs several models which collaborates Lee Carter Model (1992) and the common improvement trend suggested by Li and Lee (2005). Based on our models, the Taiwan insurance industry experience mortality data and the Taiwan population mortality data, we test the performance of our models and make comparison. Lastly, we use the model we find to project future mortality trend and try to make a simulation of natural hedging strategy in Taiwan. The purpose we do this is to test the performance of natural hedging method and give suggestion for the decision-maker when they are considering whether to execute a natural hedging strategy.

本研究是要探討IT硬體服務專案的管理過程，因硬體系統專案建置計劃 在時間上總是被壓縮的，因此有效的專案管理是解決專案過程的變更及不確定性，運用先期的溝通取得共識，並提供專案即時資訊給客戶，可以讓客戶事先了解專案遇到障礙，縮短彼此溝通的時間，進而使案件順利進行，更能得到客戶的滿意。 在本文有提到專案管理的各種流程方法，關於專案主要議題，最重要的是關於管理人的問題，專案的成功就是人在專案的掌控，只要責任工程師(Owner)在專案進行中能有能力做一位控盤手在加上有一套完善的專案流程控管系統，則專案要產生大狀況、變更、延誤的機率就可降低很多，如本文個案為例就是施行嚴格的專案控管，專案進行期間雖有小狀況發生但都很快速的解決，建置期及實際演練期只耗用2個月就完成驗收，也不影響客戶的業務營運有中斷現象。 本研究強調協同運作，在專案進行中，必須讓專案團隊是認同在Virtual Team的結構下，將專案執行資訊隨時發佈讓Virtual Team所有組織成員都能瞭解專案進行狀況，適時加入修正偏差，且適時提出解決方案措施。本研究重心也在一個專案管理施作過程中驗證，將專案管理要素中的架構、程序、時間結果等等，透過一套專案管理流程系統和客戶的高層、決策者，在取得一定的共識後，立刻將專案過程進度即時資訊顯示讓客戶瞭解，而專案管理團隊也充份發揮專案技術能力完成專案，讓專案驗收，且獲得客戶對專案品質的最高滿意度。 / This study is for investigating the management process of IT hardware services projects。 Since the time is always in shortage for those hardware system project implementation plans，project management is an effective way to solve the problems related to project process changes and uncertainties。 Utilizing prior communication to reach a common view and providing real time project information can allow customers to know the project status and problems in advance and shorten the communication time。In addition，the projects can then be processed on schedule and customers can be better satisfied。 In this paper，various workflow methods of project management are mentioned。In regards to the issues related to projects，the most important thing is the problems associated with the project manager。 The success of a project relied on the managerial skills。As long as the responsible owner of a project has the ability to administrate the project and uses a complete project management and control system, the chances of large problems、alternations and delays will be lower significantly。The case on this paper can be used as an example of rigid implementation of project management。Although there were small issues during the project，problems got solved quickly。 Setup and configurations period and live testing period only took two months to credit the customer acceptance。No operation interruption had occurred on the customer side。 This study emphasizes on collaboration。 In the progress of the project， we must make sure that members of the project cooperate in the infrastructure of Vitual Team，We fully disclose the information of the project implementation so that members of Virtual Team have a fully understanding of the project progress and status。Timely adjustments can be applied。In addition，proper solutions can be offered。The essential points of this study is verified during a project implementation。Via a project management system，information of a project such as infrastructure、process、and time is provided for customer's top management and decision makers。After reaching a consensus，we immediately provide information to the customer。Moreover，the project management team work professionally with proficient skills to finish the project and credit the project acceptance。The customer is earned with highest satisfactions in terms of project quality。

企業的競爭，不再完全取決於企業規模，而是取決於如何對市場、客戶與競爭對手作出最佳及最快速的回應。迅速精準的決策以及執行力，是企業致勝的關鍵。因此，企業如何利用現有的資源，達成最有效率且具高價值之決策應用，以更進一步深化企業競爭優勢，符合企業e化追求的終極目標，為現代企業經營管理的重要課題之ㄧ。 個案公司之業務性質具有客戶集中、產品多元化、產品週期短、部分客戶採日式及時（Just in Time）存貨系統、訂單張數多但數量少（因為多數量產訂單均須經過少量的試產作業）等特性。在受限於客戶有較高議價能力的情況下，作業流程的效能與效率決定個案公司生存、成長與優勢競爭能力。個案公司在迅速回應及服務客戶之需求下，深度仰賴資訊系統處理相關業務的進行，e化程度並不低。但個案公司之員工已疲於應付日常的工作，而管理績效仍不彰。還有，高階主管認為內部提供之財務資訊無法作為報價參考及進行經營管理決策之基礎。 個案公司所面對的管理議題與作業流程有密切的關係，故本論文運用PWIO模式，從重現及診斷個案公司的作業流程為起點，於分析流程之實作後，一方面提出作業流程改善之建議，另一方面同時納入流程目標及衡量各項目標之績效評估指標，連結目標與指標間之因果關係至個案公司之平衡計分卡及策略地圖，以作為未來建立績效管理架構之參考。 此外，本論文嘗試將PWIO模式之分析結果與作業基礎成本制度之概念作結合，透過實作表之作業分析，辨識作業中心及成本動因，再於資訊系統裡擷取相關資源及成本動因資訊後，試算並比較傳統與作業基礎成本制度下之客戶別損益報告，提供高階管理人員對作業如何耗用資源有進一步的瞭解。本論文期望透過瞭解成本發生的真正原因以及對無效作業的辨識，協助個案公司強化成本的規劃與控制，進而改善企業運作之績效，增強企業的競爭能力。 / Nowadays, the completion between enterprises is not subject to the size of company but the way and lead time of response to the markets, customers as well as your competitors. The key successful factors are actually how prompt and accurate on decision making and execution. Therefore, one of the most important strategies is how to maximize the existing resources to build up the competition and reach the end goal of e-business. The business natures of the Company are specific customers, diversity of products, short product life cycle, Just in Time customer ordering process and numerous purchases with low quantities (prior to mass production requires test run with low quantity). Under the circumstances of buyer market and high negotiation power, the development and competition of the Company relies on the return of production as well as efficiency on process control. In order to response and serve customer needs, the Company has relied on the IT to handling business in depth. As such, the Company is highly e-businessness. However, the employees are exhausted on dealing with daily work as to poor efficiency. Further to that, high management believes that the financial information provided internally can‘t be neither the quotation base nor operating decisions. The management challenges of the Company are close relationship to the process control, therefore, in this article; I started my researches from review and analysis existing process via the Process-Wide Information Organism, PWIO model, to provide the suggestions to the process flow at the same time put in place the targets and evaluation indicators. Mapping the targets with said indicators to conclude the Balanced Score Card as well as the Strategy Map for the references to the Company on structure the efficient management in the future.