台灣科技大學資管系周子銓博士 2008/09/23@MCUT.tw

個案教學-管理教育趨勢 台灣科技大學資管系周子銓博士 2008/09/23@MCUT.edu.tw

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 • 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, SMU • HK: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)

Back to Quality Issue Sales Process Rush Order Raw Materials ERP R&D Process From RBOM to MBOM EPS Down QC Cost of Sales Return Manufacture Process

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 backwards • BPR is not easy - serious work • BPR is not free - financial & cultural • BPR often driven by fear and greed • Change is a “struggle”; BPR is a “war”

Change Management Model Unfreezing Changing Refreezing • Unfreezing • Diagnose need for change, status quo no longer acceptable • Prepare people & plan change • Changing • Implement changes • Overcome resistance • Refreezing • Institutionalize new ways

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.

So, OC+ERP can work? Sales Process Rush Order Raw Materials ERP R&D Process From RBOM to MBOM EPS Down QC Cost of Sales Return Manufacture Process

No! Why Rush Order? Sales Process Rush Order Raw Materials ERP R&D Process From RBOM to MBOM EPS Down QC Cost of Sales Return Manufacture Process

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?

Can Sales Reject Rush Order? Why? Sales Process Rush Order Raw Materials ERP R&D Process From RBOM to MBOM EPS Down QC Cost of Sales Return Manufacture Process

The MIT90 Framework External Technological Environment Structure Strategy Management Processes Technology Individuals & Roles External Socioeconomic Environment Organization Boundary Culture

The TIC Case External Technological Environment Organizational Structure Marketing Strategy Order fulfillment Mgt. Processes ERP System Technology Sales, R&D, Manu. Ind.& Roles ? External Socioeconomic Environment Organization Boundary Culture

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 www.coba.unt.edu/mktg/faculty/blankson/ • Organizational Resources • Effective match Specification of Target Market • Customer Satisfaction Organizational Aims/objectives

Elements of a Market Orientation mktg-sun.wharton.upenn.edu/marketingstrategy/ Customers Competitors Culture is externally oriented Configuration • Focus on superior customer value • Coherence of structure and systems Shared Knowledge Base Superior Ability to Understand, Attract, and Keep Valuable Customers Capabilities • Market sensing • Market relating • Strategic thinking Channels Collaborators

Components www.coba.unt.edu/mktg/faculty/blankson/ • According to Narver and Slater (1990), Market orientation comprises three components: • Customer orientation • Competitor orientation and • Interfunctional co-ordination.

Can Sales Reject Rush Order? Why? Lack of Market Orientation No KPI for Sales Control mechanism Prediction Performance Evaluation Sales Process Rush Order Raw Materials ERP R&D Process From RBOM to MBOM EPS Down QC Cost of Sales Return Manufacture Process

Re-Diagnosing the Working Project • The case company’s EPS drew from 2.82 to 2.01 (28% ↓) • Quality issue vs. ERP’s Problems • No Marketing department! • Established a reengineering project! • Strategic Planning for Market Orientation • Organization Transformation

Action Planning • HR Projects • BI Projects • New 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 analysis • Collect information (both from Customer and Competitor) for Interfunctional co-ordination • Product Map • Customer Ranking (top 20) • New product policies • Sales need to predict the demand for next 3 months & KPI will evaluate the predictions. TIC decides to focus on high-quality, long-term relationship, standardized products.

Q & A

台灣科技大學資管系周子銓博士 2008/09/23@MCUT.tw