本研究針對熱交換器製造業的人力配置進行規劃,利用過往經驗累積之數據分析,建立一套客觀的人員職等之配置,追求人力資源的最大效益。先針對公司內部之人員做分科分級之編列,及對於熱交換器之生產工序進行分析及定義人員之配置,透過現有工程案件實際數據帶入,了解定義之系數值及計算公式是否適宜,以了解實施前後工時之差異。 透過此研究分析得知,根據研究結果顯示實施人員分科分級制度,確實明顯優於傳統人工經驗法則。本研究所發展的各工序之工時系數係屬於一種輔助性工具與方法,不僅提供管理者於生產上的一個衡量指標,更提供管理者於接案時一個成本的評估。但隨著時代的變遷、技術的進步,其各工序之工時系數亦需適時的檢視及修訂,始能更精確且迅速的有效提供管理者面臨內、外在環境或人力變化時,可靈活調度、人員配置之參考依據。
In this study, I aim at using the historical accumulated data of the heat exchanger manufacture to establish an objective personnel job classification so that I could maximize the manpower. First, I developed the personnel classification against the production process of heat exchanger. And by using the real case data of existing projects to examine the definition of the parameter and formulas to ensure it is appropriate and understand the difference between before and after the implementation. According to the study results, it is proved that the implementation of personnel classification is significantly better than the traditional experience judgment. The development of working hour of each process is a supplementary too and methods. It does not only provide managers a measurement index, but also a tool of cost assessment. But with times goes by, and technology advances, the managers should still review the process and methodology to meet with the changes with the macro environment.