應用限制理論於授權問題-以T公司產線管理問題為例

Abstract

透過授權（Empowerment）是企業提昇競爭力及組織效能的重要方式。然而人員於組織若職權與職責不相符時，往往出現問題常會被輕易視為個別事件並以某種妥協的方式處理，以致於未能解決造成問題的核心衝突。在1996年，高德拉特博士發展出一套TOC系統化解析授權問題的思考模式，可經由救火現象之分析，揭露組織中的權責不一致問題。本研究藉由半導體最終測試廠(T公司)的生產線管理問題，證實TOC解析授權問題思考模式的有效性及權責不一致是造成救火現象的主因，並歸納出個案中阻礙授權的原因，可作為管理者改善此類問題及後續研究之參考。

Through the empowerment is the major efficient instrument to maintain the enterprises competition ability and improve organizational efficiency. However, if a person in an organization, there are misalignments between his responsibility and his authority, the fire often be dealt with by one ad hoc compromise or another and never deal with the core conflict itself. In 1996, Eliyahu M. Goldratt developed a TOC systematic thinking approach of empowerment problem. Through the "fighting fires" analysis, effective exposes misalignments between responsibility and authority in an organization. This research is applied the TOC systematic thinking approach to the production management problem in Semi-conductor final test company (T company). In this case study, the approach effective exposes misalignments between responsibility and authority, and almost fires are caused of misalignments. Furthermore, this research is concluded the block factors of empowerment in the case study. The results serve as reference for managers improving such problem and further study.