Challenge

Production planning meetings repeatedly depended on a small number of experienced managers.

When schedule conflicts occurred, decisions were often fast and effective, but the reasoning behind them remained invisible to the rest of the organization.

This created three long-term risks:

• Decision-making was difficult to replicate
• Trade-offs lacked transparency
• Organizational knowledge could not be systematically retained

Approach

Rather than immediately building a custom scheduling platform, I first focused on understanding how decisions were actually made.

Key questions included:

• Which metrics did management truly trust?
• Which information influenced decisions?
• Where did existing workflows break down?
• Why had previous attempts failed?

This observation phase helped identify the gap between operational data and management decision-making.

Solution

A decision-centered capacity planning system was developed to make operational constraints visible.

The system consolidated:

• Estimated vs actual labor hours
• Department workload distribution
• Capacity utilization
• Project risk indicators

The goal was not to automate decisions, but to make trade-offs visible and discussable.

Concept Demonstration

挑戰

生產規劃會議長期依賴少數資深管理者的經驗進行決策。

當排程衝突發生時，他們往往能快速且有效地做出判斷，但決策背後的邏輯卻難以被組織其他成員理解或掌握。

這種模式帶來三項長期風險：

• 決策難以複製與傳承
• 各項取捨缺乏透明度
• 組織知識無法被系統化保留

方法

與其一開始就開發新的排程平台，我選擇先理解管理團隊實際的決策方式。

研究重點包括：

• 管理層真正信任哪些指標？
• 哪些資訊會影響決策判斷？
• 現有流程的瓶頸在哪裡？
• 過去的改善嘗試為何未能成功？

透過觀察與訪談，我逐漸看見營運數據與管理決策之間存在的落差。

解決方案

我開發了一套以決策支援為核心的產能規劃系統，讓關鍵營運限制與風險變得可視化。

系統整合了：

• 預估工時與實際工時比較
• 各部門工作負載分布
• 產能利用率分析
• 專案風險指標

目標並非取代管理者做決策，而是讓不同選項之間的取捨能夠被看見、討論與評估。

概念展示

Outcome

Discussions gradually shifted from personal memory and intuition toward shared operational data.

What was previously embedded in individual experience became:

• Visible
• Reviewable
• Transferable

The system evolved from a reporting tool into a foundation for weekly management discussions.

Key Insight

The real challenge was not scheduling.

It was decision transparency.

When decision logic becomes visible, organizations become more resilient and less dependent on individual expertise.

成果

管理會議的討論逐漸從個人記憶與經驗判斷，轉向共同的營運數據。

原本隱藏於個人經驗中的知識，開始變得：

• 可視化
• 可檢視
• 可傳承

這套系統也逐漸從單純的報表工具，演變為每週管理決策的重要基礎。

關鍵洞察

真正的挑戰並不是排程本身。

而是決策透明度。

當決策邏輯能夠被看見，組織便能降低對個人經驗的依賴，建立更具韌性的決策能力。