本文是採取個案研究方式，探討產品交期縮短與產品品質穩定之影響因素，藉由系統動力學建立個案公司之產品交期與產品品質之模式。在本產業已經面臨到大陸方面低價的競爭壓力，所以不僅僅需要考慮生產效率提升，更要思考如何提升產品品質的穩定度及交貨迅速以面對大陸的競爭壓力；尤其當台灣和大陸的溝通頻繁、彼此互通的門檻逐漸降低，更顯示出迫切性。
從產品接單生產過程視之，可以發現產品交期主要受三個部分影響，分別是產品原型設計需時、原物料採購需時、產品量產需時。原物料採購其中包括產品原型設計的原物料以及產品量化生產的原物料；再者，上游供應商的信用及互動關係亦會影響到採購原物料需時；最後，採購員的專業度亦會影響採購原物料需時。產品原型設計需時在於研發工程師專業度及熟悉度，因此工程師的流動情況會影響到產品原型設計需時。產品量產需時受到作業員的熟練度以及生產工裝、制具的設計好壞程度所影響。產品品質會受由兩個重要部分影響，分別是原物料品質、產品量產流程。原物料品質受到公司採購部門能力及做事態度的影響。產品量產品質會受到生產流程及工裝制具設計好壞所影響。
個案公司透過策略地圖與平衡計分卡展開發現影響產品品質不穩及產品交期不準來自於採購人員專業能力、供應鏈管理、品管流程執行影響，結合系統動力學系統思考發現為改善個案現況，必須考量到彼此背後相互影響的結構力量。所以，本研究經由個案分析所得結論如下：
一、以傳統企業管理方式，決策者無法檢視到動態績效
二、單以因果關係圖不易看出問題的真實狀況，需借用模擬檢視成效
三、企業運作借由系統思考方式探究，找出可能出現的問題
四、建議個案公司建立策略地圖，讓公司的政策能夠確實的被衡量
關鍵字︰系統動系學、系統思考、策略地圖、平衡計分卡、因果回饋圖

Based on the theory of System dynamics and by using the methodology of a case study, the researcher explores the factors influencing the shortened product lead time and the stability of the product quality. In Taiwan, the industry of after-market car accessory has been facing the pressure resulted from our competition with mainland China to provide low-price products. Such competition has intensified since frequent business communications and encounters between Taiwan and China take place. In order to thrive in such competition, not only does the industry in Taiwan need to increase its productivity, but it also has to find means to increase the stability of the product quality and to shorten the product lead time.
Analyzing it based on the process of a production, one can find that product lead time is influenced by the following three factors: the time required to design the product; to purchase the raw materials; to produce the product. When purchasing raw materials, one has to consider both the materials used in product developing and as well as the ones required to mass production. In addition, the time required to acquire raw materials also depends on the reliability of the up-stream supplier and our relations with them. Last but not least, the time required to acquire raw materials also depend upon how professional the purchaser designated buyer in the company is. The time required to design the product is affected by the R/D engineer’s professionalism and his or her familiarity with the product. Consequently, the time required for designing phase is affected by the possible turn-over of the company’s engineers. Further, the design and equipment of the production line and workers’ familiarity with the production process are all determine factors as to the time required to complete the products. The quality of a product is determined by the quality of the raw materials and the process of mass production. The quality of the out sourced raw materials is affected by the attitude and promptness of the purchasing department of the company. Furthermore, the standard operation process of the production line and the design of all concerned fixtures also affect the product quality during the mass production.

By using the Strategy Maps and Balanced Scorecard, one found that, in the case of Company S, the instability of the quality of products and the delayed product lead time were caused by the lack of competency of company buyers, poor management of the supply chains, and ineffectively executed quality control process. In order to improve the situation for Company S, one needs to consider the interactions between all production factors based on the perspectives of the System Thinking. Subsequently, based on analyzing the case of Company S, the current study concludes the following points:
1. Using traditional business management models, the decision-makers cannot detect the dynamics of processes in the company.
2. By only using the Casual Feedback, one cannot easily detect the core of the problem in the company. One also needs to simulate the situation in order to foresee the result.
3. One should use a system dynamic way of thinking to analyze the operations of a corporation in order to foresee potential problems before they arise.
4. The researcher will recommend Company S to establish its own Strategy Mapping, so it can effectively evaluate its policies and strategies.


Key Word: System dynamics, System Thinking, Strategy Maps,
The Balanced Scorecard, Casual Feedback,

目錄
1 緒論………………………………………………………………………………1
1.1 研究背景與動機……………………………………………………………1
1.2 研究目的……………………………………………………………………2
1.3 研究架構與流程……………………………………………………………3
2 文獻回顧…………………………………………………………………………4
2.1 策略地圖與平衡計分卡……………………………………………………4
2.2 系統動力學與平衡計分卡相關文獻……………………………………10
2.3 汽車零組件業相關研究……………………………………………17
3 研究方法與設計…………………………………………………………………21
3.1 資料抽取方法……………………………………………………………21
3.2 研究設計……………………………………………………………24
4 個案研究…………………………………………………………………………26
4.1 個案公司介紹……………………………………………………………27
4.2 汽車零組件產業的總體環境變遷………………………………………29
4.3 汽車零組件產業變遷-五力分析………………………………………35
4.3.1 同業競爭者………………………………………………………36
4.3.2 潛在競爭者………………………………………………………37
4.3.3 供應商議價力……………………………………………………40
4.3.4 客戶議價能力……………………………………………………41
4.4 個案企業分析……………………………………………………………42
4.4.1 企業供應鏈分析…………………………………………………42
4.4.2 個案公司SWOT分析……………………………………………43
4.5 個案公司問題分析………………………………………………………45
4.5.1 個案公司策略地圖平衡計分卡…………………………………45
4.5.2 個案公司現況分析………………………………………………50
4.5.3 個案公司因果回饋圖……………………………………………53
5 結論與建議………………………………………………………………………68
5.1 研究發現與結論…………………………………………………………68
5.2 研究限制與後續研究建議………………………………………………70
參考文獻……………………………………………………………………………71

表目錄
表 2-1 策略地圖平衡計分卡相關著作…………………………………………4
表2-2 平衡計分卡衡量指標項目…………………………………………………9
表 2-3 台灣汽車零組件產業發展………………………………………………17
表2-4 汽車零組件業相關研究整理……………………………………………19
表3-1 資料抽取方法……………………………………………………………23
表3-2 本研究設計資料來源分類表……………………………………………25
表4-1 個案公司面對總體環境變遷……………………………………………30
表4-2 近兩年小型休旅車在美國銷售數輛……………………………………31
表4-3 個案所處社會文化變遷…………………………………………………31
表4-4 台灣汽車零件外銷金額統計表(新台幣億元)…………………………31
表 4-5 個案公司所處科技/自然環境變遷……………………………………31
表4-6 美國前二十名汽車製造商休旅車銷售數量……………………………33
表4-7 近五年國際原油(西德州)價格…………………………………………33
表4-8 個案公司所處經濟/人口變遷……………………………………………34
表4-9 個案公司面對政治/法律環境變遷………………………………………34
表4-10 汽車零配件業同業競爭者分析…………………………………………38
表4-11 汽車零配件業潛在競爭者分析…………………………………………37
表4-12 汽車零配件業供應商議價力分析………………………………………40
表4-13 汽車零配件業客戶議價力分析…………………………………………41
表4-14 個案公司供應鏈分析……………………………………………………41
表4-15 個案公司的策略思考架構………………………………………………43
表4-16 個案公司SWOT分析…………………………………………………44
表4-17 企業願景匯整表………………………………………………………45
表4-18策略衡量指標表…………………………………………………47
表4-19 個案公司策略地圖與平衡計分卡………………………………………49
表4-20 個案公司因果回饋圖影響環路和策略地圖平衡計分卡對照表………61

圖目錄
圖1-1 研究架構與流程…………………………………………………………2
圖 2-1 平衡計分卡架構…………………………………………………………6
圖 2-2 建模程序…………………………………………………………………13
圖 3-1 本研究設計………………………………………………………………25
圖4-1 個案公司組織架構………………………………………………………28
圖4-2 個案公司大陸工廠組織圖………………………………………………28
圖4-3 個案公司環境示意圖……………………………………………………29
圖4-4 汽車零組件產業分析……………………………………………………35
圖4-5 ISO/TS16949流程…………………………………………………………38
圖4-6 個案公司策略地圖………………………………………………………46
圖4-7 問題分析三步驟……………………………………………………………51
圖4-8 問題解決之『道』…………………………………………………………51
圖4-9 系統動力學建模方式………………………………………………………52
圖4-10 個案公司因果回饋圖……………………………………………………53
圖4-11 環路1……………………………………………………………………54
圖4-12 環路2……………………………………………………………………55
圖4-13 環路3……………………………………………………………………56
圖4-14 環路4……………………………………………………………………57
圖4-15 環路5……………………………………………………………………58
圖4-16 環路6……………………………………………………………………59
圖4-17 環路7……………………………………………………………………59
圖4-18 環路8……………………………………………………………………60
圖4-19 環路9……………………………………………………………………60
圖4-20 環路10……………………………………………………………………61
圖4-21 個案公司財務構面因果圖………………………………………………63
圖4-22 個案公司顧客構面因果圖………………………………………………64
圖4-23 個案公司內部流程構面因果圖…………………………………………65
圖4-24 個案公司學習成長構面因果圖…………………………………………66

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