Please use this identifier to cite or link to this item: http://hdl.handle.net/11455/24384
標題: 結合服務品質管理與平衡計分卡提升TFT-LCD產能之研究
The Study on Integrating Service Quality Management with Balanced Scorecard for Improving TFT-LCD Production Performance
作者: 蕭黃鴻
Shaw, Huang-Hung
關鍵字: Service Quality Management;服務品質管理;Analytic Hierarchy Process;Balanced Scorecard;Automated Material Handling System;層級分析法;平衡計分卡;自動化物流傳送系統
出版社: 高階經理人碩士在職專班
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摘要: 
從1996年到2010年間,TFT-LCD產業發展快速,玻璃尺寸從3.5世代演進到8.5世代,在生產傳送的過程中,重量也從50kg快速增加到1,300kg。自動化物流傳送系統(AMHS)在工廠中扮演舉足輕重的角色,傳送系統的設計也經歷了彈性大到小的變化,同時生產過程中的專業也愈趨向專精,自動化部門要與製造、工程單位通力合作,才能提升工廠效能。
本研究為提升工廠效能,以A公司的台中廠區為研究對象,並參考相關文獻、蒐集專家及製造、工程單位等內部顧客重要意見,彙整出五大構面及25個服務品質管理評估項目;運用層級分析法(AHP)決定評估項目之權重;並參考SERVQUAL模式進行滿意度調查,藉此衡量顧客期望與認知服務之間的差距。並將兩者數據利用管理機會方格表達在各個象限的重要程度,尋找出有潛在高利基及最優先執行的項目,同時連結平衡計分卡(BSC)與組織策略目標相結合,以提升服務品質管理,達成高指標服務滿意度。
本研究成果能協助自動化部門找出正確的工作目標,訓練出專業能力強的員工,提升服務品質,為整個組織找到正確的發展方向,以提升工廠運作效能。問卷對象屬長期在工廠的重要資深員工及非專業的基層員工各佔半數,故本研究成果極具產業參考價值,亦可作為提升工廠效能的指標。

With the swift developing era of TFT-LCD industry from 1996 to 2010, the glass size has evolved from 3.5 to 8.5 in generations. Meanwhile, the glass weight in the production transmission process has increased from 50 kg to 1,300 kg in fast pace. In this transition, Automated Material Handling System (AMHS) in the plant has played a very key role. While the design flexibility of handling system experienced the changes from large to small scale, the professional of production transmission process has also become toward specialized. With that, having the fully corporation among the automation department, manufacturing, and engineering units will be able to uplift the plant performance.
This study is to uplift the plant performance by taking A corporation's Taichung plant as the study subject. With the references of relevant literatures, collections of important opinions from experts, and internal customers of manufacturing, engineering units, we determine five dimensions of service quality that contains 25 assessment items. By applying the Analytic Hierarchy Process (AHP) to decide the weights of assessment items and conducting the internal customer satisfaction survey in reference to the SERVQUAL model, we have been able to measure the differences between customers expected and perceived services. Also, based on the above data, we can construct the management opportunity grid, to look out the potential high-niche and high-priority executed items. Also, the Balanced Scorecard (BSC) is used to elaborate the strategic map of the organization that can improve service quality management and reach the high service satisfaction levels.
This research result can assist the Automation department to look out the right working goals, train the highly professional staff, improve the service quality and locate the right directions for the entire organization as to improve the plant operation efficiency. Since the respondents of questionnaire split equally between the important long-term senior staff in the factory and non-professional employees in the ground level, the study result can be a good reference for industrial practices to improve plant performance.
URI: http://hdl.handle.net/11455/24384
其他識別: U0005-1808201109145600
Appears in Collections:高階經理人碩士在職專班

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