Improving Firm's Operational Management with Introducing Balanced Scorecard and Value Flow Chart -Case Study of S Incorporation

• Main Authors: Huang, Kuan-Pin, 黃冠賓
• Other Authors: Fu,Chung-Jen
• Format: Others
• Language: zh-TW
• Published: 2019
• Online Access: http://ndltd.ncl.edu.tw/handle/6ks4kn

碩士 === 國立雲林科技大學 === 高階管理碩士學位學程 === 107 === The study aims to investigate how a company can benefit out of the value creation pattern and links with its business strategy during the process of its growth in order to define the key strategic targets of the company's operation and its management. The essence of the strategy is to use the company’s strengths to the most recognized opportunities which should use guidelines and coordinated actions to enhance its strategies coherently. Such strategy leads the business direction of the company and with such strategic consensus the coordination of all department will be improved. The study proposes to introduce Balanced Scorecard (BSC) to support the organizations to execute their strategies and operational management. The implementation of Value Stream Mapping (VSM) to reflect on operational processes of R&D, Production and Sales to identify the root causes of waste in order to eliminate such waste or/and improve the progress to improve the operational efficiency and productivity. The study adopted the case study method, aimed at S Incorporation which is specializing in the production of top-level automotive components. The primary data were generated through data received through interviews with personnel and cooperated with secondary data to verify the above view. The results of this study showed that the integration of the introduction Balanced Scorecard and Value Stream Mapping does support organizations to clarify the key points of their strategies in combination with improving day-to-day operations whilst such integration improves customer satisfaction through higher product availability.