| Summary: | 碩士 === 國立清華大學 === 工業工程與工程管理學系 === 99 === This paper is for the software requirements waste reduction, through lean manufacturing principles and concepts, while taking advantage of quality practices and research needs to explore the necessity and feasibility, hoping to save the source to reduce waste, developed to meet customer demand, to make more stringent requirements on the software to explore and rationalize to develop software, to gain maximum benefits.
In this paper, we adapt the principle of Ford 8Dmethodologies, to conduct the demand for customized software, the need, feasibility, to check the subsequent demand may result in waste in the early phase.
First, do analysis by questionnaires, the systematic diagram method to explore the true result of waste, then weighting for analysis, again using the systematic diagram method produces alternatives, and specified alternative, and steps to develop a realized alternatives that could be implemented, then we summarize the needs and requirements into alternatives, which were implemented as two processes. More we verified the performance of alternatives by satisfaction survey.
In this study, implementation of the alternatives, in case the company, we set up a project to implement department document management system, and by124 departments. The Survey was showing a very significant effect of this alternative. However, due to changes of alternative, the side effect was harmful, the case company's organization and staff were under great pressure and impacted, so the case's follow-up improved alternatives, amendments to the program step by step, and with project management practices, training and templates, the revised program did reduce the impact of the changes brought about.
The conclusion leads to the original implementation of alternative is too theoretical, complete the business modeling procedures with business use, the original of the alternative are more suitable for medical, military or security-related industries with low tolerance.
The investment return rate thinking, is the nature of corporate profit, inter-departmental cooperation or being the consensus of employees, the implementation of a high success rate and reduces the threshold of process constrains, in addition, when the original alternatives to promote the cause of change is too harmful, amendments to the program, Take advantage of templates and train step by step, so that those members within the organization can learn, and adapt gradually, this avoids staff turnover and the negative effect.
Recommended follow-up research, we suggest to improve the low usage system, such as decommission.
Eliminate the risk by arrange more hardware resource, or load balance mechanism on over-use system.
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