| 摘要: | 塑膠製品的廣泛使用，是造就現代文明重要的因素，卻也製造出了許多塑膠廢棄物，如未妥善處理即丟棄，將對環境造成重大危害；用過的塑膠製品回收再利用是一有效的解決方式，規劃一有效率的廢塑膠回收廠，除不會浪費不必要資源外，還可避免造成對環境的污染。專案管理的原理及技巧，是在有限時間及資源下，達成特定目標，即從專案的起始、規劃、執行到專案的結束，都運用專案管理知識體系的理論基礎與技術知識，不僅能有效『解決問題』還有『創造機會』的能力，應用領域廣泛。本研究即利用專案管理的方法，規劃設立一個塑膠回收廠，其中，除廠房用地的取得外，亦包括塑膠廢棄物的回收流程及產品之銷售，規劃中僅可能使用正確的回收觀念及技巧，減少回收過程當中不必要的資源浪費。規劃方法首先以一現存塑膠回收廠做個案分析調查，作為後續範疇、時程、成本、品質、風險、人力資源、採購及溝通等專案管理規劃的基本資料。結果顯示，運用專案管理的方法，在範疇規劃時，利用專案目標及專案範圍的界定，歸納出完整的工作分解結構，可明確了解塑膠回收廠該執行的目標及詳細的工作項目；在時程編排上，考慮各事件的不確定性後，利用工作項目清單的設計，然後繪製出網路圖、要徑圖、甘特圖及里程碑圖，可以有效的掌控設廠的時程；進而由成本之預估明確的瞭解塑膠回收廠設廠的花費；在採購規劃上則以委外處理或自製處理為主，分析工作包之採購項目及設計採購清單，大方向項目是考量機器設備的採購；在人力資源規劃則是利用部門及工作內容編排，繪製出完整的人力資源分佈圖，了解整個設廠的人力需求；而在品質查核之規劃，主要是針對合約內容及產出的塑膠做審查，利用品質查核表的設計，有效的減少問題發生；風險規劃則著重在每個工作包可能風險的衝擊及因應對策，利用風險優先數的分析，了解工作項目的風險高低及詳細說明風險因應對策；最後亦針對溝通規劃做出利害關係人的類別分析，主要以利害關係人的興趣高低及對專案衝擊的高低，設計出利害關係人及溝通方式表，了解塑膠回收廠的人員互動關係表。綜合以上之規劃，可明確地架構塑膠回收廠設廠之管理模式；希望本研究結果幫助塑膠廢棄物的問題解決，也可作為其他業者的參考指標。
The wide use of plastic products is the mainly one of factors for the civilization life. However, it is a serious problem for the environment if the waste plastics were disposed without suitable treatment. The recycling and reuse of the waste plastics are effective model to solute it. Hence, if there is an effective factory of recycling waste plastics can be used, the resource will not be extravagant and can avoid the pollution of waste plastics for environment. The principle and technology of Project Management is used to achieve the special target under the limiting resource and time. The knowledge and technology of project management are used from the initiating phrase through planning, executing, monitoring and controlling, closing phrases. The good utility of project management is not only able to solute the problems, but also create the opportunity. In this study, a factory of recycling waste plastics will be planned using the technology of project management. The planning included the land of factory gained, recycling processes of waste plastics, and the selling of plastics recycled. The first step of the planning is the individual case analysis for a recycling factory of waste plastics presented. Then, the planning of scope, time schedule, cost, quality, risk, human resource, procurement, and communication were executed under the results of case study. The following results were obtained. Under the scope planning, the work breakdown structure (WBS) was created as following the project charter and statement of work. All activities for making up the recycling factory of waste plastics exited in the WBS. When all items are done in WBS, the planning work of factory is finished. Under the time planning, considering the uncertain hypothesis, the project schedule network diagrams (PSND), critical path, Gantt chart and milestone chart were finished using the activities list obtained from WBS. From these charts, the schedule of all activities can be controlled. Under the cost planning, the total budget in this planning was determined. Under the procurement planning, the make-or-buy analysis was done. The main procurement was focus on the large size of machines in this planning. Under the human resource planning, the human resource scatter diagram was created by the department and content of work. It pointed that the need of human resource during the project. Under the quality planning, the contact content and the quality of product are the main audits. The problems will decrease through the checking using the quality checklists. Under the risk planning, the risk probability and impact of each activity were first defined. And the probability and impact matrix were created, which can understand the grade of risk. Then, risk response plan was developed. Finally, the planning of communication created the stakeholders register and stakeholder management strategy. The relationship of mainly stakeholders in this factory then was constructed. From above planning, the framework and management model of planning a recycling factory for waste plastics were obviously constructed. The result might be helpful in the problem of solving waste plastics and a benchmark for the same enterprise. |
