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Title: | 中小製造企業信息系統實踐研究 ─以JY電子公司為例 A Study on the Implementation of Information System in Small and Medium-Sized Manufacturing Companies —Taking JY Company as an Example |
Authors: | 劉耀焜 Yao-Kun Liu |
Advisor: | 李吉仁 Ji-Ren Lee |
Keyword: | 信息系統,流程改造,組織績效,激勵, Information System,Process Reformation,Organizational Performance,Motivation, |
Publication Year : | 2023 |
Degree: | 碩士 |
Abstract: | 近年來,以大數據、人工智慧、物聯網等信息技術為基礎,數位化、網路化、智慧化為特點的智慧製造,正改變著製造業的產業價值鏈、生產價值鏈和商業模式。從發達的工業化國家的經驗來看,製造業的發展經歷機械化、電氣化、自動化、信息化幾個階段。中國製造業發展整體上還處於工業化中期階段。國家提出並重視製造業兩化融合的發展方向,即以信息化帶動工業化,以工業化促進信息化。以此為政策指導,在全球政治經濟環境充滿不確定性和挑戰以及國內外新冠疫情中斷點續發的背景下,廣大製造企業必須加快工業信息化轉型的速度,以克服信息不對稱、提高決策科學性,保證高品質增長,與世界一流企業同台競爭。
JY公司為一家電子材料模切加工企業。經過10多年的發展,到2019年公司已從老闆兼廠長、業務員,老闆娘兼行政、財務的加工作坊,發展為員工400餘人,年營業額4.5億人民幣的規模製造企業。然而隨著管理和工藝複雜性的提高,平均利潤率降低,面臨國際國內產業形勢急劇變化和競爭的加劇,民營企業典型的家族式管理無法滿足市場和客戶的要求,變革勢在必行。JY公司的處境,代表了眾多經歷了創業初期階段而後尋求進一步發展的民營企業家,他們苦苦思考著 “求生存還是求發展” 這樣的問題。JY公司選擇了規範管理、改革組織文化和業務流程,引入更加科學合理的決策機制,同時又努力保持民營企業靈活的快速反應能力。 本文回顧了作者從2018年起在JY公司主導實施的信息化改造,並以其為依託進行的核心生產部門工人激勵機制改革實驗的實際案例。結合管理信息化系統、策略管理和組織行為學的相關理論,作者為廣大中小民營製造企業以信息化為發力點進行管理升級,以降本增效、提高生產力,提供一個參考和借鏡。 In recent years, taking advantage of information technologies such as Big Data Analytics (BDA), Artificial Intelligence (AI) and Internet of Things (IoT), Smart Manufacturing, which is driven by digitalization, cyberization and intelligentization, has been transforming the industry value chains, production value chains and business models. The experience of leading industrialized countries presents us the development path of manufacturing industry through stages of mechanization, electrification and automatization. China’ s manufacturing on the whole is still in the middle stage of industrialization. Central government has put much emphasis on the Integration of Informatization and Industrialization. Under the guidance of this policy, and facing the uncertainties and challenges posed by complex global political and economic environment and the sporadic resurgences of COVID-19, manufacturers must speed up the digital transformation to decrease information asymmetry and increase decision-making accuracy, so as to enable quality growth and embrace cooperation and competition with world-class market players. JY company is a die-cutting manufacturer specialized in electronics materials. After more than 10 years of development, by 2019, it had become a medium-scale company with employees of more than 400 and sales revenue of 450 million RMB, from a small husband-and-wife workshop. However, suffered from increasing management and technical complexities and decreasing average profit rate and facing uncertain industry dynamics and ever-aggravated competition, JY’s family style management, as of typical private-owned companies, failed to satisfy the demand of its market and costumers and keep ahead of the game. Reform was the unavoidable. JY’s situation was a specimen of numerous private sector manufacturers that have tramped through their early stages of entrepreneurship and now are faced with the question of “to survive or to thrive”. JY, as many of its kind, has chosen to upgrade its management, reform its organizational culture, re-construct its business processes and rationalize its decision-making process, while maintaining its flexibility and quickness to market demand. This paper reviews the Information System reform led by the author since 2018 in JY company, and the case study of motivation reform in its core production departments based on and powered by the successful implementation of the Information System. Guided by the theories of Management of Information System(MIS), Strategic Management and Organizational Behavior(OB), the author puts forth recommendations for small and medium-sized manufacturers on management upgrade to increase productivity with the support of information system. |
URI: | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/87012 |
DOI: | 10.6342/NTU202210200 |
Fulltext Rights: | 未授權 |
Appears in Collections: | 臺大-復旦EMBA境外專班 |
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ntu-111-1.pdf Restricted Access | 3.29 MB | Adobe PDF |
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