IC載板產品服務從單純的OEM提升到ODM，新產品的及時上市成了企業經營的關鍵命脈之一，縮短產品開發研究時程、提高品質與降低成本、快速反應及滿足客戶需求，是企業競爭一大課題。同步工程提供整體架構思維，重新檢視企業組織本身問題的所在，輔以作業網路分析圖縮短新產品專案開發時程，再接以平衡計分卡，設立策略性目標、衡量指標數據硬指標，做為新產品專案開發過程的作業細節檢核數據分析。 本研究是以ISO/TS16949 : 2002的條文來建構新產品開發之品質管理系統，並由此架構出新產品的開發流程圖，且透過個案公司的實際案例做出導入流程化及未導入流程化在品質、成本、交期之間的差異，最後檢視其適切性，並提供企業在推動新產品開發流程化困難點之預防。 本研究的貢獻是規劃及幫助企業建構ISO/TS16949 : 2002品質管理系統在新產品開發模式下最佳的方法，以利企業快速導入此模式，進而縮短開發時程，降低開發成本，提升提樣時的合格率，使整個企業能永續經營，減少變異及浪費。Taiwan IC carrier industry promoted the business model from OEM to ODM. Enterprise focus on reducing the time to market, increasing the quality and rapidly responding to the customers requirements. This study employees the concept of concurrent engineering to provides strategic approach to examine the internal structure and re-analysis the flow of developing a new product through the operational network analysis. The balanced score card is then used to evaluate the performance of new development flow. The results in indicate significant improvement in the linkage of different divisions through effective associations among the corporation. This study constructs a quality management system of new product developments based on ISO/TS 16949: 2002, and generates a new product development flow chart. Comparisons of quality, cost, delivery and lead time in real case studies between processes with systematic and without systematic. Finally examining reliabilities of this study and suggestions on overcoming difficulties in systematizing new product development process for enterprises. The conclusion of this study is to help enterprises to plan and construct ISO/TS 16949:2002 quality management system of new product development with the best solutions. Enterprises, by introducing this system can reduce development lead time, decrease development cost and increase OK rate of samples. Then enterprises should be operated in the long run by reducing variations and waste.
