Business process reengineering and PEMM-A case study of Product Data Dept. of an ICT company

• Main Authors: Shiow-Wen Lin, 林琇雯
• Other Authors: Kung-Jeng Wang
• Format: Others
• Language: zh-TW
• Published: 2014
• Online Access: http://ndltd.ncl.edu.tw/handle/pc94kf

碩士 === 國立臺灣科技大學 === 工業管理系 === 102 === Taiwan's ICT industry is flourishing, play an important role in the global supply chain from semiconductors, key components, hardware and software equipment and services ... etc., all affect the development of the whole industry development. Case company also has OEM (OEM / ODM) and brand development, strong R &; D ability own the OEM customer trust, and learn the customer's brand experience through the cooperation, everything seems smooth. However, when the rapid development of the company's brand, began to receive pressure from different customers, will soon turn to other OEM company or reduce orders. In most cases the case company must face the big choices in a short time with OEM or brand continue development. Finally OEM and brand formal separation at 2008, the case company continues to brand development, established new Company X to continue the OEM/ODM business, brothers climbing respective efforts to climb the peak. However, after the separation of the case company, in addition to various units and departments are busy pace of adjustment after the reorganization, but also adapt changing the way companies collaborate with X Company, as well as establish new patterns of cooperation to new OEM/ODM vendors. Product Data Department at this time must challenge at half members and timely cross-strait organization, complete and correct fulfillment of all tasks. When the occasion everything gradually on track, but the news came first quarterly loss since the company was founded, face of record high inventory levels, a series of internal company review and process improvement happened. One of the company executives who want to be able to force guests to put early orders to increased visibility of orders, so the materials center got several related departments to discuss, process improvement by reducing the uncertainty of preparation. But the process of change is actually increased the visibility of orders or reduced preparation uncertainty? Hope that through this research could allow enterprises to change the course of the transition, not only departments view the transformation of their own tissue, but also view the features and capabilities of the members of the organization and leverage, generate positive and dynamic atmosphere circulation department. And use Michael Hammer’s application: Processes and Enterprise Maturity Model (PEMM) in the reform process can have a lot of process improvement objective assessment, to achieve real improvements, rather than blindly change.