| 摘要: | 規模經濟與大量生產造就了低價競爭，技術普及和需求快速變動也使得產品生命週期大幅縮短，加上客製需求不斷增加，使得機械設備業產品價格迅速滑落、成本急遽增加，獲利大幅度的萎縮。國內某機械設備製造業者希望藉由PDM系統的導入以因應設計變更需求日增的產業環境，做好產品資訊文件控管、有效縮短產品開發週數、以提昇產品品質並降低成本。第一次導入時由研發單位主導進行，在沒有資訊單位(IT)參與專案情形下，因缺乏專案管理、系統需求規劃及上線前準備等原因，歷經一年時間，系統仍無法上線使用，時程嚴重延誤。
本研究作者受命擔任專案促進者及系統整合者角色。作者運用個案研究方法，首先釐清第一次PDM導入失敗因素，選用PDM整合方法論，並根據個案公司實際情況加以改善，重新導入PDM系統。作者針對關鍵問題，擬定具體可行方案，運用“階段關卡”方法進行專案控管，使得第二次的PDM導入系統能順利上線，不但滿足使用者需求，也圓滿達成公司高層要求。本研究整理個案公司PDM系統成功上線的因素，其中以高階主管的強力要求、使用者主導專案及IT積極參與等，是PDM導入專案能夠反敗為勝、起死回生的關鍵所在。研究結論是使用者主導系統開發時，IT仍應扮演重要的整合角色，絕不可缺席；在系統導入過程中，需求確認落實及合約承諾履行均是專案管理重點工作，也是成功上線的必要條件。本研究關於使用者主導專案和IT單位積極支援的管理和實務意涵可供學界和實務界參考。
Economics of scale and mass production have led to price competition, popularity of technology, and rapid demand changes. Given the dramatic reduction of product life cycle and soaring demand for customization, product prices in the machinery and equipment industry decline rapidly, costs rise sharply, and profits become lower significantly. One machinery and equipment manufacturing company in Taiwan implements the PDM system in response to the industry environment where demands for design changes are increasing. The company hopes that the implementation of the system can help the company in controlling product information, effectively reducing the number of weeks required to develop products, enhancing product quality, and cutting costs. Yet without the IT department’s participation, project management, and pre-implementation preparation, the system is unable to work during the initial implementation guided by the R&D department.
This research, based on the case study approach, clarifies the failure factors of the company’s initial implementation of the PDM system. Suitable implementation procedures are selected and adjusted according the actual practices of the case company so that the company can re-implement the PDM system. The author of this research is appointed as the company’s project expeditor and system integrator. Following an analysis of the company’s key failure factors of its initial system implementation, the PDM reimplementation project is conducted based on the integration methodology. By finding solutions to the key problems, the author controls the project through project management and the “stage gate” approach. The success of the PDM system reimplementation has not only satisfied users’ needs, but met the demand from the company’s executives. This research identifies the case company’s success factors in implementing the PDM system. Executives’ strong demand, user-owned system implementation, and the participation of the IT department are the key factors of the successful PDM implementation project. The research concludes that IT plays a critical role in developing the user-owned system. During the process of system implementation, making sure that demands are met and contract promises are enforced is a focus for project management as well as a necessity for successful implementation. The managerial and practical implications of this research are worth for consideration both for the academia and the industry. |
