台灣科技大學資管系 周子銓 博士 2008/09/[email protected]
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個案教學 - 管理教育趨勢. 台灣科技大學資管系 周子銓 博士 2008/09/[email protected]. 大綱. Harvard 參與式教學 Program on case method and participant-centered learning ERP 更換決策與組織變革個案 Q&A. The Case Method. Harvard Business School. - PowerPoint PPT PresentationTRANSCRIPT
大綱
Harvard參與式教學 Program on case method and participant-centered learning
ERP更換決策與組織變革個案Q&A
The Case Method
The case method forces students to grapple with exactly the kinds of decisions and dilemmas managers confront every day ( 真實管理決策與困境 ).
In doing so, it redefines the traditional educational dynamic in which the professor dispenses knowledge and students passively receive it (Delivery vs. take away).
The case method creates a classroom in which students succeed not by simply absorbing facts and theories, but also by exercising the skills of leadership and teamwork in the face of real problems ( 知與行並重 ).
Harvard Business School
Harvard大中華地區的 PCMPCL (2005-2007)
台灣科技大學台灣大學政治大學交通大學雲林科技大學中山大學東海大學MOE project
team!…
北京大學上海復旦大學中山大學中歐管理學院…SG:NUS, NTU,
SMUHK:HKU,HKUST,…Macau: MUST
個案準備
重視過程,而不重視答案,因為…沒有答案。主角是學生,個案討論過程中,學生要特別去想”為何我沒有想到此觀點”。
教室如舞台,台上、台下、前台、後台共創教學價值。個案教學法表面上教師開口機會較少,課堂大部分時間均留給學員,但這並非蘊含教師之準備工作可以減少。事實上,在個案教學法下,教師所要付出之備課時間乃相當龐大。開學之前要先熟稔學員之背景資料,因為上課中不僅要有豐富之專業知識以回答學員各種即席高見,並且要相當留意學員的心理感受。而授課過程中所用之肢體語言、口語文字,都必須事先經過謹慎思考與計畫,才能使課堂討論不流於無的放矢之漫談或譁眾取寵之笑話。( 政大 e-paper: http://www.commerce.nccu.edu.tw/coc/news/epaper/ep145.htm)
Harvard 個案範例 - Story
Case: Rob Parson at Morgan Stanley Rob Parson was a star producer in Morgan Stanley's
Capital Markets division. He had been recruited from a competitor the prior year and had generated substantial revenues since joining the firm. Unfortunately, Parson's reviews from the 360-degree performance evaluation process revealed that he was having difficulty adapting to the firm's culture. His manager, Paul , faces the difficult decision of whether to promote Parson to managing director. Paul must also complete Parson's performance evaluation summary and conduct Parson's performance review.
Harvard 個案範例
(1)Have you ever faced a managerial challenge similar to the one Paul face? How did you think about it at the time? What did you do any why? What was the outcome and consequence?
(2)What is your assessment of the organization development process employed by Morgan Stanley as described in the case? What are its chief strengths and weaknesses?
(3) What is your assessment of Rob Parsons performance? Should he be promoted?
Case A->Case B -> Case C
TIC’s ERP Replacement Decision
TIC成立僅約十餘年,目前在臺灣、美國、中國大陸、馬來西亞均有研發中心做研發能力上下游的整合,企業的型態是80%的 ODM與 20%的 OEM,相較同產業下,具有強大的研發能力。
TIC過去以 ODM製造廠商為主要生產模式,對於產品設計與製造品質往往是組織企業的核心價值。 ODM產業在產品製造的特色是設計代工,所以 TIC本身在產品設計方面,是主要核心能力,也是其價值所在。
在電源供應器產業中不斷的成長, TIC於 91年的每股盈餘1.15元、 92年每股盈餘 2.56元,直到九十三年時每股盈餘仍維持在 2.82元,但是卻在 94年公司的每股盈餘突然降到 2.01元。
TIC’s ERP Replacement Decision
TIC品質成本突然的增加,過去品質成本都在 8 千萬上下,而到 94年品質成本增加到 3 億元,還有 94年的營業額降低,導致公司面臨成長趨緩的問題。
David是公司負責營業與 MIS部門的主管。David初步分析造成品質成本增加的主要因素是:業務與生管人員對緊急接單與產能上的衝突。
當業務人員接到急單的而投單生產時,常會造成備料不及而影響到生產排程,進一步壓縮了原本品管的時間。在出貨匆促的情況下,自然品質容易出問題。
TIC的業務部門歸咎於 ERP系統不好,沒有提前發現備料不足,而造成公司的損失。 David面臨著是否考慮更換一套ERP系統,以提升備料能力來降低急單所帶來的效應。
Diagnosing the Working Project
TIC total revenue increased to 1.3 billion NT in 2005, compared with 1.2 billion NT in 2004.
The case company’s EPS drew from 2.82 to 2.01 (28% ↓)
Why?
Why Quality Issue
(1) Rush orders from sales department!(2) Rush orders disarrange the production
schedule.(3) An insufficiency of raw materials! (4) Wait for the raw materials for production!(5) To meet with the delivery deadline!(6) To condense the time for QC!(7) Sale return incase ->Cost of quality increase(8) EPS drew from 2.82 to 2.01 (28% ↓)
The Boss’s Comments
Managers never understand why the company makes money, when it makes money.
The same, managers never understand why the company cannot make money, when it cannot make money!
Who should take the responsibilities for the current situation? You, our managers! We pay well, and you should do more.
You have one year to get thing better!
ERP Decisions?
∵The raw materials need to be controlled! ∵ ERP system cannot support an effective “Material Replenishment Management”
∴ David, the CIO of TIC, has to make a decision: “whether TIC needs to have a new ERP system which can provide a better function to control raw materials for production?”
So what're your thoughts on the ERP decision?
What ERP Can do is…
Reducing Total Order Fulfillment Time Reducing Order Processing Time and Cost Reducing Transportation and Logistics Costs Enhancing Customer Service Enhancing the Ability to Penetrate Markets Improving On-time Delivery Performance Increasing Visibility of Corporate Data Integrating Business Process Integrating Information, Material and Cash flow
But…
Requirements Management Practices...The 'Essence'Betty Luedke - Borland Software Corporation
(ends)
(means)
ManufactureProcess
R&DProcess
SalesProcess
RushOrder
RawMaterials
From RBOM toMBOM
QCCost ofSales Return
EPS Down
ERP
Back to Quality Issue
Relevant Projects
After the diagnosis, David came out with…Organizational Change (vs. TQM)Process reengineering project! (Process)ERP Project (technology)Promoting blood Project (People)
Process Reengineering
Business process reengineering (BPR) is the analysis and redesign of workflow within and between enterprises.
Start from the future and work backwardsBPR is not easy - serious workBPR is not free - financial & culturalBPR often driven by fear and greedChange is a “struggle”; BPR is a “war”
Change Management Model
Unfreezing Diagnose need for change, status quo no longer acceptable Prepare people & plan change
Changing Implement changes Overcome resistance
Refreezing Institutionalize new ways
UnfreezingUnfreezing ChangingChanging RefreezingRefreezing
Phase One of Organizational Change
Flat organization structure: Flat organization (also known as horizontal organization) refers to a organizational structure with few or no levels of intervening management between staff and managers.
Organization Changing
For TIC,there are five levels.
Phase two of Organizational Change
Promoting blood Project Human resources inventory Human Resources Development
Acquisition Development Motivation Maintenance
http://www.wretch.cc/blog/prajina&article_id=12717319
Actions
The HR manger was fired! David becomes the HR manager (David has
no historical burden.)Redesign job function and job description.Clarify the departmental and personal
accountability! Seeking for new managing team members!
Phase three of Organizational Change
Change from conventionally functional divisions to Profit Center System (Strategic Business Unit) !
A business unit within the overall corporate identity which is distinguishable from other business because it serves a defined external market where management can conduct strategic planning in relation to products and markets.
ManufactureProcess
R&DProcess
SalesProcess
RushOrder
RawMaterials
From RBOM toMBOM
QCCost ofSales Return
EPS Down
ERP
So, OC+ERP can work?
ManufactureProcess
R&DProcess
SalesProcess
RushOrder
RawMaterials
From RBOM toMBOM
QCCost ofSales Return
EPS Down
ERP
No! Why Rush Order?
The Problem or Rush Orders
The margins of orders may not attractive to our competitors!
Signals: Our competitors focus on the high-margin orders! Our competitors are over-loading!
Assuming the specified due dates are fixed, certain orders must be denied in the presence of limitations on raw materials or production capacity. But, can TIC do it and how to do it?
ManufactureProcess
R&DProcess
SalesProcess
RushOrder
RawMaterials
From RBOM toMBOM
QCCost ofSales Return
EPS Down
ERP
Can Sales Reject Rush Order? Why?
The MIT90 Framework
ManagementProcesses
Technology
Structure
Individuals& Roles
Strategy
ExternalTechnologicalEnvironment
ExternalSocioeconomicEnvironment
OrganizationBoundaryCulture
The TIC Case
Order fulfillment
Mgt. ProcessesERP SystemTechnology
OrganizationalStructure
Sales, R&D, Manu.
Ind.& Roles
MarketingStrategy
ExternalTechnologicalEnvironment
ExternalSocioeconomicEnvironment
OrganizationBoundaryCulture
?
The General Problem of ODMs
Count on their major customers!Lack of market information!Neglect the change of users’ demands!
Sales Department
Achieving sales revenue growth targets is particularly challenging with rising competition and difficult trading conditions. The sales function has never been under so much pressure.
TIC has no marketing department!When sales generate quotations to their
customers, they still cannot ensure whether TIC provides the most efficient products at the best market price.
Role of Marketing
Organizational Resources
Effective match Specification
of Target Market Customer Satisfaction
Organizational Aims/objectives
www.coba.unt.edu/mktg/faculty/blankson/
Elements of a Market Orientation
SharedKnowledge
BaseCapabilities
Channels
• Market sensing• Market relating
• Strategic thinking
Cultureis
externallyoriented Superior
Ability to Understand, Attract, and
Keep Valuable Customers
• Focus on superior customer value
• Coherence of structure and systems
Collaborators
Customers Competitors
Configuration
mktg-sun.wharton.upenn.edu/marketingstrategy/
Components
According to Narver and Slater (1990), Market orientation comprises three components:
Customer orientationCompetitor orientation andInterfunctional co-ordination.
www.coba.unt.edu/mktg/faculty/blankson/
ManufactureProcess
R&DProcess
SalesProcess
RushOrder
RawMaterials
From RBOM toMBOM
QCCost ofSales Return
EPS Down
ERP
Can Sales Reject Rush Order? Why?
No KPIfor Sales
Lack of Market
Orientation
PredictionPerformanceEvaluation
Controlmechanism
Re-Diagnosing the Working Project
The case company’s EPS drew from 2.82 to 2.01 (28% ↓)
Quality issue vs. ERP’s ProblemsNo Marketing department!Established a reengineering project!Strategic Planning for Market OrientationOrganization Transformation
Action Planning
HR ProjectsBI ProjectsNew ERP (under evaluation!)New Performance Evaluation System!…Actions is taking now!
From Manufacture to Marketing
Sales and Production meeting Key Performance Indicator (BSC) Strategy Map Establish Marketing Department
Establish Marketing Department
Market analysisCollect information (both from Customer and
Competitor) for Interfunctional co-ordinationProduct MapCustomer Ranking (top 20)New product policiesSales need to predict the demand for next 3
months & KPI will evaluate the predictions.
TIC decides to focus onhigh-quality, long-term relationship, standardized products.
Q & A