關鍵績效指標對製造廠總體績效的影響－以A公司為例

林有福(Yu-Fu Lin)

指導教授 ： 何應欽

國立中央大學/管理學院/管理學院高階主管企管碩士班/碩士(2008年)

摘要

由於生產要素土地、人力的成本高漲，台灣連接器業者整合產業鏈上下游以及大陸市場的潛力，陸續將生產基地轉移至中國大陸。當電腦產業進入成熟期，零件連接器產業也產生了高成本低利潤的風險，因而台灣連接器制造業者開始積極進入其他勞力充沛、勞動成本低廉之市場，朝向高階的連接器產品發展。
由於連接器制造業者，為了尋求穩定的成長與穫利空間，因此不斷的優化內部管理。此時，連接器廠商的品質、交期、全方位的服已經成為業者選擇連接器廠商的重要因素。
本研究主要探討個案公司導入KPI關健績效指標管理。個案公司利用KPI關健績效指標管理加強本身的研發能力、提升產品品質、成本管控、優化生產管理。在績效評估方面，個案公司利用主觀性指標即『客戶滿意度』，客觀性指標即『營業額』、『營業毛利率』、『市場成長率』績效的評估。
在成長的過程中發生了許多問題，本研究針對各點也提出了改善的意見:
(1)在產品別方面，個案公司現階段應該利用中低階產品填補產能，並加強研發能力，積極開發高階產品。
(2)區域市場方面，需針對國際大廠在各區域發生的問題提出合作方式。
(3)專利方面，需及早開始培養專利法務人員，藉由資訊系統的協助避免與國際大廠產生衝突。
(4)資訊共享方面，可以使用滾動預測的方式，建立良好的資訊交換。
最後本研究根據目前的產業環境，以及台灣連接器企業者的內部資源，提出五點業者在現階段以及未來可以進行的發展方向：
(一)適度調整公司的經營策略及管理制度。
(二)有效推行KPI與BSC績效管理制度
(三)確實有效落實績效與考績的結合
(四)增加研發能力進入高階連接器市場
(五)汽車連接器是未來的發展重點

關鍵字

KPI(關鍵績效指標)

並列摘要

Because the cost of ground and manpower raise steadily, the connector manufacturer of Taiwan recombine the industry chains of upper & down member and the market potencies of china mainland, then transfer the production base to china mainland. When computer industry get to mature term, the connector parts industry also bring the risk of high cost and low profit. So the connector manufacturer of Taiwan begins to enter the market with enough manpower and low manpower cost and develop the more advanced connector products.
For gaining the stable profit and development, the connector manufacturers optimize the inner management endlessly. Now the quality, delivery date and good service of connector factory have become the important factors of being chosen by customer.
This research mainly discuss some case with KPI (key performance Indicators) management, the company use KPI (key performance Indicators) management to strength its research capacity, improve its quality, control its cost and optimize its production management. In the term of achievement target management, company use the subjective target “satisfaction of customer” and external target “sales”, “gross profit” and “growth rate of market” to evaluate.

It bring many problems in the process of growing up, this research give some improvement suggestions:
1. In the term of product class: company should use the low or middle products to keep the production capacity, then strength the research capacity, develop the high class products.
2. In the term of area market: according to the problems of international factory in many areas to bring up a new cooperation style.
3. Patent: train the low employee early, with the help of resource information system to avoid conflicting with international factory.
4. Resource share: can use the style of rolling forecast to build up good resource exchange.
Finally, according to the present industry environment and the inner resource of Taiwan connector manufacturer, this research gives four point about the present or future development direction:
1. Add the capacity of research to enter high class connector market.
2. Automobile connector market is very important development direction.
3. Guide BSC (balance scoring card) and KPI (key performance Indicators), strength the inner control management.

並列關鍵字

KPI (key performance Indicators)

參考文獻

1、Bowen Hui, Eric Yu, “Extracting conceptual relationships from specialized

Clyde W. Holsapple and K.D. Joshi, “A collaborative approach to ontology

2、Gulay Barbarosoglu, Tulin Yazgac, “An Application of the Analytic Hierarchy

Process to the Supplier Selection Problem”, Production and Inventory

3、Howard Winkler, “Developing KPIs at Southern company”, Strategic HR Review,