結合平衡計分卡與品質管理之績效管理設計-以台灣IC基板廠教育訓練為例

Abstract

本研究利用平衡計分卡展開策略地圖(Strategy maps)，向下則利用關鍵績效指標地圖(KPI maps)將策略落實於日常作業。利用CE Matrix進行KPI關聯性分析，產生專案地圖(Project maps)協助企業找出真正需要改善的關鍵績效指標。利用TS16949：2002品質管理系統建立客戶導向的關鍵流程地圖(Process maps)找出流程相關的KPI組合，並透過六標準差與品管圈等品質活動將KPI由「點」的改善變成「面」的改善。透過訓練地圖(Training maps)培育對的人，提升員工做對的事以及把事做對的能力。最後利用Kirkpatrick四層次模式產生的績效地圖(Performance maps)確保地圖式管理模型對企業經營績效管理的有效性與貢獻。本研究以學生所服務之公司進行實證分析，研究主要結果有四： 1.結合平衡計分卡、品質管理活動與教育訓練制度，設計一套完整的績效管理制度，協助企業培訓對的人、做對的事，同時把事做對的能力。 2.透過策略地圖、關鍵績效指標地圖、專案地圖、流程地圖、訓練地圖與績效地圖等地圖式管理，有效引導企業按圖索驥達成企業目標。 3.以品質管理活動(TS16949、6 sigma、QCC)向上承接平衡計分卡，向下串聯教育訓練，有效落實平衡計分卡中以人為主的「學習與成長構面」。 4.提高教育訓練對的影響層次，使教育訓練能夠真正的對企業產生貢獻。本個案研究具體結果有下列四項： (1)層次一(反應)：訓練滿意度由85分提升至96分。 (2)層次二(學習)：課程測驗成績由90分提升至97分。 (3)層次三(行為)：品質活動專案件數由0件提升至130件。 (4)層次四(結果)：Cycle time由35天降至22天。 關鍵字：平衡計分卡、品質管理、教育訓練、績效評估

In this research, we hope to build up a performance management model that combines Balance scorecard、Quality management、 Education & Training. Through this model, we also build up a series of maps to guide the enterprise do the right thing right with right people. Based on Balance scorecard developed strategy maps and KPI maps and project maps. These maps will help the enterprise to do the right thing. And according to quality management system and quality related activities, we build up process maps and the procedure of problem solving. This can provide a way to help the enterprise to do the thing right. And based on above training needs, we build up training maps to help the enterprise train the right people. Finally, we refer to “Kirkpatrick Four Levels” to deploy performance maps. The performance maps can prove if this model work or not work. This case stands on IC industry and the four main results of this research are： 1.Combining Balance Scorecard、Quality Management、Education & Training to guide the enterprise do the right thing right with right people. 2.The Model of maps design that guides the enterprise to achieve the business goal step by step. 3.Connecting BSC with quality management system and quality activities that put the learning and growth dimension into effect. 4.To raise training's influence of enterprise results, from lower level to higher level. In this case, we got the following four major results： (1) Level 1 (Reaction)：Achieving high learner satisfaction from 85 to 96 points. (2) Level 2 (Learning)：Improving the average testing scores form 90 to 97. (3) Level 3 (Behavior)：Increasing the quantity of quality activity form 0 to 130 per year. (4) Level 4 (Result)：Reducing FCBGA 2/2/2 Cycle Time from 35 to 22 days. Keywords：Balance scorecard, Quality management, Education & Training, Performance Management