運用失效模式與效應分析方法於國軍伙食人力委外風險管理之研究-以北部某陸軍L訓練中心為例

二十一世紀是個強調知識經濟的時代，在競爭激烈的總體經濟環境中，最重要的成效關鍵乃為人才的良窳。隨著政府國防預算編列逐年減少及國防組織調整，歷經「精實案」及「精進案」等人員組織精簡調整等變化，後勤組織型式亦轉為扁平化，單位人力精簡，各項勤務工作量卻未減少反增，任務推展更顯為困難。人力不足乃為當前各單位所見之窘境，在有限的人力、資源與經費下，如果一切業務只仰賴內部現有的組織架構，或人力支援，將無法面對快速變遷的服務和需求，為運用有限資源，並快速服務滿足顧客需求，將人力業務以經濟、有效的方式，委由外部專業人力資源公司提供服務，但對於在整體國防政策及預算考量的前提下，國防部針對部隊結構，在非主戰兵力及非核心部門採委商方式辦理各項作業，以確保平時後勤支援能量不墜，期有效持恆穩定後勤效率，以利密切支援作戰。本研究是以北部某陸軍訓練中心為背景，首先藉由現行國軍伙食人力委外政策推展及相關實施規定，透過分析及比較方式後，再予以運用失效模式與效應分析（Failure Mode and Effect Analysis，簡稱FMEA）方法研討整體伙食人力委外作業之中，所潛在失效問題與影響，接著再運用風險優先值（Risk Priority Number，簡稱RPN），探討影響伙食委外作業的失效模式與效應分析，並透過專家的經驗與技術，加以分析各失效因子之風險優先值，再以專家訪談模式，藉以提出改善建議，提升人力委外之政策。

關鍵字

國防組織調整；非主戰兵力；人力委外；失效模式與效益分析；風險優先值

並列摘要

In the recent years, the national army has implement the "Jingshih Program" and "Jingjin Program"（The ROC Armed Forces Streamlining Program）, which has also made the logistics organization flatter and the manpower of the units reduced. The shortage of manpower is a dilemma for the current units. With limited manpower, resources and funding, some operations will not be able to cope with rapidly changing services and demands if they rely only on the existing manpower support. Therefore, non-main combat and non-core operations are outsourced could overcome this problem and also as to effectively maintain stable logistics efficiency in order to support of combat operations. This study used failure mode and effect analysis to discuss the potential failures and impacts of the meal outsourcing. The risk items were ranked by Risk Priority Number（RPN）, Prioritize the implementation of countermeasures, and find out the possible failure causes using the characteristic factor analysis method. Finally, after corrective and preventive measures, continue to improve continuously, so as to propose improvement suggestions and enhance the policy of manpower outsourcing.