CMMI Procedure Based e-Business Process Improvement of AMD- Sale and CMMI Procedure Based e-Business Process Improvement of AMD- Sale and Receivable Cycle

• Main Authors: Lu Hsiu Yin, 呂秀吟
• Other Authors: Gu Huei Zhen
• Format: Others
• Language: zh-TW
• Published: 2006
• Online Access: http://ndltd.ncl.edu.tw/handle/72821512641243563460

碩士 === 龍華科技大學 === 商學與管理研究所碩士班 === 94 === Business process is the leverage point for improving the operation quality and raising the competition capability of organization. How to effectively use information technology to conduct e-business planning and implement various improvement measures has become the key for reducing operation cost and increasing operation performance of enterprise. This study attempts to investigate the sale and receivable cycle of the AMD. The ARIS and CMMI are used to improve business process in the study. The business model is constructed first by using four views of ARIS: Organization, Function, Data, and Control. Then CMMI framework is used to trim the model and describe the contents of process improvement based on four views of ARIS. In the original sale and receivable cycle of the representative company, it is found that there are 15 drawbacks such as without “valid day control”, “quotation follow-up”, “on-line review” of supervisor etc. in the quotation operation. There are 17 drawbacks such as without “customer purchase order requirements alteration management”, “the record of product delivery schedule and expectation consistent degree of customer requirements”, “automatic transformation of purchase order into sorting sheet” etc. in sales delivery operation. There are 5 drawbacks such as without “the record of returned goods”, “the analysis for the reason of returned goods” etc. in returned goods operation. There are 10 drawbacks such as without “sales of crucial products”, “the recovery rate of accounts receivable”, “the growth rate of sales amount” etc. in finance and accounting operation. The improvement norms include 5 Process Areas of CMMI: “REQM”, “RD”, “VAL”, “RSKM” and “MA”. The capability of “REQM” is set as level 2. The capability of “RD” is set as level 3. The capability of “VAL” is set as level 3. The capability of “RSKM” is set as level 1. The capability of “MA” is set as level 1. As for the implementation of improvement, it is “Manage Customer Quotation Requirements” in “Quotation Requirements Management”. It is “Develop Customer Requirements, Develop Product Requirements, and Analyze and Validate Requirements” in “Customer Product Requirements Development”. It is “Manage Customer Purchase Order Requirements” in “Customer Purchase Order Requirements Management”. It is “Prepare for Validation and Validate Product or Product Components” in “Goods Delivery Validation”. It is “Validate Customer Returned Goods and Validate Returned Product” in “Returned Goods Validation”. It is “Prepare for Risk Management, Identify and Analyze Risks and Mitigate Risks” in “RSKM”. It is “Align Measurement and Analysis Activities and Provide Measurement Results” in “MA”, so that the enterprise will have the optimal adjustment to strengthen competition capability and raise operation performance. As for the verification of process improvement, the ABC is used to verify the improvement performance for the sale and receivable cycle of the AMD without considering human error, breakdown, and operator training etc. In this study, it shows the newly developed model can cut 82.36% of the 121.45 minutes originally required for one sales cycle in the existing model of the representative company, if compared with the shorter cycle of 21.42 minutes required only for the newly developed model, thereby achieving a 4.67 times increase in process turnaround and a sharp reduction in main costs, indirect costs, and total unit costs. Besides, the operation quality is increased tremendously, which is very beneficial for the AMD.