Critical Success Factors and Implementation Framework toward ERP System - A Case Study on the Application of Theory of Constraints

• Main Authors: KUN-YU TSAI, 蔡坤佑
• Other Authors: WEN-HSIEN CHEN
• Format: Others
• Language: zh-TW
• Published: 2000
• Online Access: http://ndltd.ncl.edu.tw/handle/73799348591241765960

碩士 === 國立臺灣大學 === 資訊管理研究所 === 88 === The three key driven forces of digital time are Speed, Speed, Speed. This element is not only just a symbol representing a new paradigm shift, it''s really a critical survive factor for any enterprise that seeking to position itself in this era. Under the catalysis of speed, all the products, services, facilities, systems, procedures, strategies, visions and even paradigms themselves that long time been familiar to enterprises are no longer able to maintain the shape of their "life cycle", there is no more "business as usual". As the backbone of enterprise information architecture, Enterprise Resource Planning (ERP) is by no means an exception against this industrial megatrend. When ERP, or "Pure ERP" in particular, stepping downward from the summit of its life cycle, many enterprises realized that today''s fashionable system will soon become tomorrow''s legacy system. To be agile and able to cope with this fast-changing enterprise application environment, enterprises should manage to escape from the traditional framework setting by enterprise application vendors before they start to implement ERP. This thesis aiming at exploiting the thinking processes and methodology containing in Theory of Constraints (TOC) to review the outcomes as well as implementation processes of the ERP project initiated by the company being observed. The systematic thinking of TOC emphasized that the maximum output will be decided by the weakest linkage in any specific system. The weakest linkage or any other weak linkage is thus the "constraint" of this system. In our study, we further put efforts to identify the constraints within ERP initiative and corresponding root causes of these constraints in our case through the tools of Logic-Tree Thinking Processes provided by TOC. Enterprises that fail to thoroughly assess their individual constraints and root causes behind will eventually be dissatisfied at negative outcomes. Finally, a framework toward project management of ERP initiative mapping via TOC Logic-Tree Thinking Processes has been proposed as a reference for further study.