智高實業－模具很多該如何資訊化管理？

Genius Toy Taiwan Corporation: A lot of Molds and How to Manage Them with Information System?

李世樑(Shih Liang Lee)；洪贊凱(Tsang Kai Hung)

組織資訊處理理論 ； 企業資源規劃 ； 客製化 ； 模具管理 ； 共用模具 ； organizational information processing theory ； enterprise resource planning ； molds management ； shared mold

資訊管理學報

31卷3期（2024 / 07 / 31）

301 - 332

繁體中文;英文

1976年林文彬董事長創辦了智高實業股份公司，隨著公司的成長累積出各式各樣的塑膠射出模具，其中大約一半是共用模具。公司早期的模具數量不多靠人工管理即可，現階段17間委外製造廠商與639種功能積木和701副模具之間的交易量已經超出人工管理的負荷。模具管理人工作業流程，該如何鑲嵌於企業資源規劃（ERP）系統？本個案研究根據「組織資訊處理理論」（OIPT）做為實踐資訊化管理的基礎，提出一個解題模型。包括資訊化的前因（導入ERP前考慮的影響因素）、資訊化的調節因素（ERP導入方式），以及資訊化的結果（ERP標準流程和客製化）。可應用此模型來解決企業獨特的業務流程與ERP系統之間存在不匹配的問題。共用模具讓生管人員有機會在加工成本和經濟產能之間做出抉擇，依照行為慣性選擇經濟產能竟導致資金周轉逐漸困難，企業需要定期檢視行為慣性對績效的影響。

In 1976, Chairman Wen-Bang Lin founded Genius Toy Taiwan Co., Ltd. As the firm grows, a variety of plastic injection molds have been accumulated. And about half of them are shared molds. The number of molds in the early stages of the firm was manageable with manual management. However, at the current stage, with 17 outsourced manufacturers and transactions involving 639 functional blocks and 701 sets of molds, the workload has exceeded the capacity of manual management. How should the manual workflow of mold management be integrated into the Enterprise Resource Planning (ERP) system of the firm? This case study is based on the "Organizational Information Processing Theory" (OIPT) as the foundation for practical information management, proposing a problem-solving model. This model includes the antecedents of informatization (factors considered before implementing ERP), moderated factors of informatization (ERP implementation methods), and the outcomes of informatization (standardized ERP processes and customization). This model can be applied to solve the mismatch issues between the unique business processes of the enterprise and the ERP system. The shared molds give production managers the opportunity to make decisions between outsourcing processing costs and economically adjusting production. The result is that choosing economically adjusting production based on behavioral inertia ultimately leads to increasingly difficult capital turnover. The impact of the enterprise's behavioral inertia on performance needs to be regularly reviewed.