電腦資訊的應用至今，使得企業的部門均擁有功能自動化的資訊系統，但是因應科技發展的突飛猛進，通訊工具與網際網路的整合應用，影響了活動的流程，改變了企業組織的角色及其經營的模式。一般的功能資訊系統是支援流程中活動的自動化，但是無法解決也無法判斷流程上的問題，如人力不足需要調度或超過負荷…等各類問題，要再作更大幅度的變革實屬不易，唯有以流程的角度來重新檢視才能突破。 企業流程改造的理論與方法，自提出至今有數拾餘年的期間，其主要的精神在於以「流程」為再造的重心，重新檢討企業的運作方式，以流程導向取代功能導向。本研究因著資訊科技IT的觸媒及成熟與配合，期望藉著個案實務，進行分析與方法探討，導入BPR的方法；經由本研究的探討及研究者的豐富實務經驗，將理論與實務相結合，讓BPR的導入變成'平易近人'，讓BPR的方法是容易應用的。 本研究的結論中，提出個案改造後的新流程，其中實現虛擬組織的企業架構，新的營運模式已經開始實現了；並且提供了一個非常明確的個案，說明BPR的推廣與資訊系統自動化的區隔。同時也建議BPR的應用是一個週而復始的「生命週期」，企業應該定期檢視每個流程，重複應用BPR的方法來執行流程的改造。 / With computer science’s development, today almost every business has owned information system to support business’s operations; on the other hand, organizations in the business also have to do something to match up the rapid progress in communication facilities and development of Internet. Normally, Information system’s location is to support automation in operational processes and activities, and it couldn’t point some fundamental problems, for example: the effective dispatch of staff. So, if business wants to do more transformation, it must review the business processes to break current situation. The essence of business process reengineering (BPR) is “reengineering in process”. Substituting for function-oriented thinking, business takes process-oriented thinking to re-verify operational mode. Combining author’s practical experiences and theories in BPR, the study tries to make the use of BPR be friendly, and prove BPR is a good way to proceed. In the concussion of the study shows a new operational process under a virtual business organizational structure and explain the distinction between spread of BPR and automation of information system. In the same time, the study suggests business should regard BPR as a iterative application with its lifecycle, re-verify business process regularly, and take BPR at the right moment.

本研究主要目的有二：（一）探討在再生工程中，資訊科技與流程改造作法之搭配與流程特性之關聯；（二）分析流程特性改變的本質，以了解在流程設計時，如何以資訊科技為流程創新的觸發工具。本研究依支援溝通及支援決策的高低程度將資訊科技分為四類：高溝通低決策、低溝通高決策、高溝通高決策、低溝通低決策；流程改造作法則分為三種：水平工作整合、垂直工作整合及工作步驟最佳化。流程特性則有三項：中介程度、合作程度及負荷程度。本研究主要觀點在於，原有流程具有某些流程特性使得企業營運績效不佳。企業可運用資訊科技及某些流程改造作法之搭配，改變流程的特性，而改善原有流程的缺點。 　　研究結果，提出下列資訊科技與流程改造作法之搭配。 　　（一）降低流程的中介程度可應用二種方法：(1)應用高溝通低決策的資訊科技，搭配任何流程改造作法。(2)應用高溝通高決策的資訊科技，搭配水平工作整合改造作法。 　　（二）提高流程的合作程度可應用二種方法：(1)應用高溝通高決策的資訊科技，搭配水平工作整合或工作次序最佳化的改造作法。(2)應用高溝通低決策的資訊科技，搭配垂直工作整合的改造作法。 　　（三）降低流程的負荷程度可應用的方法為，應用高溝通低決策的資訊科技，搭配任何流程改造的作法。 　　研究中並發現，企業在應用資訊科技進行流程設計時，可以流程物件（資訊及實體）之流通為思考的重點，這種觀點有助於了解資訊科技在實施再生工程時的潛能。以流程物件的觀點來看本研究中個案公司的作法，可發現許多作法事實上是為使流程物件的流通更為順暢。資訊科技可將實體資訊（如文件、新聞稿）化為電子資訊而高速傳遞及處理，也可改善實體（不含資訊的實體，如零件）流通的路徑，而提高運輸的效率。當流程物件是電子資訊而無法簡化時，即須注意資訊流通的路徑。 　　以流程物件的觀點來探討，本研究中流程特性是流程物件在流程中流通及處理的情形；流程改造作法是操作流程物件的方法；而資訊科技則是操作流程物件的工具。以操作流程物件的方法配合操作流程物件的工具，即能改變流程物件在流程中流通及處理的情形。

本研究之目的,旨在探討PDM對台灣3C產業研發管理的影響. 先從台灣3C產業研發管理所涉及之組織環境,核心能耐,及組織與知識創造的關聯性做番檢視, 再將主題PDM對焦在研發管理的創新活動中, 復以流程的構面觀點, 透過個案訪談及實驗分析, 理出PDM對研發管理影響之脈絡如下: 一. PDM導入時,進入障礙傾向來自: (1) 研發人員心理. (2) 既有流程漏洞. (3) 橫向協調不易. 二. 需配合的推動要素傾向: (1) 技術系統客製. (2) 流程改造. 三. PDM對研發管理的直接助益傾向: (1) 團隊協同. (2) 專案導向. (3) BOM管理. (4) 既有資料庫整合綜效. 四. A公司導入PDM後, 組織能耐在 (1) 程序效能 及(2) 研發時程進度掌控上, 皆有可觀的進展. 領悟與啟示-----PDM真正帶給研發管理最大的助益, 在於 : 它會刺激我們省思, 加速改造流程..... / Abstract The purpose of this research is to explore the affections of PDM on the Research & Development management, in the environment of Tai- Wan`s 3C industry. Starting from viewing the environments of innovative organizations, Core competencies, and the relationship between the organization and Knowledge creating. Then, focusing the subject PDM on the innovative Activities of Research & Development management. And in the process Point of view, via interviewing of several parties together with experi- ment analysis, to sum up the veins of the affections of PDM on the Re- search & Development management as following : 1. When introducing the PDM system, the entering obstacles tend to cause from : (1) The psychology of Research & Development peoples. (2) The defects of existing processes. (3) Horizontally coordinating being not easy. 2. The key promotive factors to be operated in coordination tend to be : (1) Technical system customization. (2) Process reconstruction 3. The direct benefits of PDM for Research & Development management tend to be : (1) Teamwork co-ordination. (2) Project oriented. (3) BOM management. (4) The interated synergy of existing data banks. 4. After conduting the PDM system, the competencies of party A in the areas of (1) Process efficiency and (2) Research & Development sche- dule control perform conspicuous improvement. Inspiration ------ The most benefit of PDM truly impacts on Research & Development management is : It will stimulate us to make a self-exa- mination. To speed up to improve our process …….

企業從過去單純作代工生產的降低成本、提升產品品質，進而培養研發人才，提供大量客製化訂單生產，到今日面臨國際化與多角化的經營後，如何在競爭激烈的環境中，掌握資源、洞察先機，誰就能贏在關鍵時刻，而運用資訊科技及資訊系統，已成為企業再造及達成企業目標的重要工具。 但是對於如何導入企業資源規劃系統(ERP)及導入時可能面臨的種種困難，包括最高管理當局是否全力支持、導入時的昂貴軟、硬體費用，導入前後所投入的人力及時間，整個企業流程再造（Business Process Reengineering）專案管理之嚴謹度等，其成敗往往對企業有絶對性影響。 本研究係針對市場上實際導入ERP系統之電子製造業，一為成功個案，另一為失敗個案為研究對象，探討ERP導入的策略與程序以及效益，最後歸納相關關鍵成功因素（Critical Success Factor）及失敗因素為何，期能對另一製造業及其它要導入企業資源規劃系統的決策參考。 / In the past, enterprises have developed R&D capabilities, better product quality and abilities to fulfill larger amount of customized orders through the process of Original Equipment Manufactures. As the business operations grow multinational and diversified, the adoption of Enterprise Resources Planning（ERP）becomes essential for future business development. The successful implementation and introduction of the new ERP system is a critical success or failure factor for the firm. As such, the firm will the full support of senior management, commitment from the Business Process Reengineering project managers have dedicated a great deal of time, human resources and money for hardware and software to ensure that this is a success. To help ensure a successful implementation of the ERP system, we have taken two real case studies from the IT industry, where one was seen to be a success and the other one is a failure to learn and identify what the critical factors in implementation of an ERP system in the IT sector.