本研究之目的希望能將企業之生產流程的各項活動之處理時間予以具體量化，藉此評量企業之營運效率。所謂的生產流程係指企業在銷售商品或服務予顧客時，所從事的一連串的必要行為，通常指的是接單、採購、收料、製造、出貨等作業。所以用處理時間來當作評量指標；係因這些作業的處理時間之快慢，不但與客戶的滿意度有很直接的關係，同時也反映出企業的處理流程是否簡捷？處理成本是否節省？以及營運風險的高低。

本研究採案例探討的方式，以國內某知名的OEM/ODM網通製造與服務公司為研究對象，首先蒐集該案例企業的生產流程之各項資料，例如：作業規範、標準作業程序、操作手冊等等，以初步明瞭該案例企業的主要營運流程並細分其中的各項作業，以及釐清各項作業間的先後次序關係。然後以這些作業為目標，設計問卷訪談這些作業的處理人員，或者從企業的ERP以及其他資訊系統中收集其處理時間的數據，以統計出各項作業的平均處理時間以及標準差。

接著將該案例企業的生產流程視同為一個專案，根據這些作業的次序關係和時間數據，以計畫評核術的手法勾勒出企業整體生產活動的時序全貌，並且畫出網路圖和計算出要徑。由此可推導出該案例企業為滿足客戶OEM/ODM訂單的瓶頸活動。這樣的研究結果可提供案例企業一個清楚的改善計畫，以及提供改善前與改善後的數據比較；
1.可根據TOC(Theory Of Constraints)理論的概念將企業寶貴的資源投注在整個流程的瓶頸點之改善以提升企業整體的營運效率。
2.可挑出處理時間長或變異大的活動作為六個標準差的次第改善項目，逐一探討其原因而逐步改善。
3.可檢討出對客戶價值沒有直接或間接貢獻的失焦活動，予以剔除或改善。

The objective of this study is to calculate and standardize the processing time of each major production activity in the business main operations, so as to evaluate the operational efficiency and to find the bottlenecks of the business. The major production activities means a serial of activities needed in the business to fulfill customers’ expectation with products or services. In general, it consists of the operations of customers’ orders treating, purchasing, receiving, production, shipping, etc.

Why use the processing time as the KPI (Key Performance Index) to evaluate the business operations? The reason is that the processing time of the operations is directly related to customers’ satisfaction. In addition, it also reflects the flexibility, the operating cost and the risk of the business.

This thesis investigates the production processes of OEM/ODM for a famous network / communication products manufacturer in Taiwan. First, the documents and information of the main processes in this company are collected to realize the roadmap of this business, such as work flow diagram, WI (Working Instruction), SOP (Standard Operation Procedure), operating manuals, etc. Then, these main operations are divided into detailed activities and the executing sequence is identified among them.

Second, a questionnaire is developed and the key persons of each main process are interviewed to confirm these activities and obtain the average, the optimistic, and the pessimistic processing times of main business operations. For some specific activities, the processing time are collected from the information system of this company, such as ERP (Enterprise Resources Planning) and SFIS (Shop Floor Information System).

Third, the main operations of this company are considered as projects, and each activity is treated as a task. According to precedence relationship among tasks, the method of PERT (Program Evaluation and Review Technique) is utilized to draw the network diagram. The average and deviation of the processing time for each task is calculated to determine the critical path of this project. Then, we could find the bottleneck activities on the critical path. Such result provides a clear improvement direction for the company. It also provides a benchmark for comparison after taking some improving actions. Specifically,
1.According to the concept of TOC (theory of constraints), the precious resources can be allocated to improve the critical bottleneck. It will effectively increase the business efficiency.
2.Select the activities whose average or deviation of the processing time is significant as the target and find the root cause by using six sigmas method.
3.Find and remove the activities which are of less value for the customers.

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