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    Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/63866

    Title: 半導體封裝業新產品開發之品質管制-以A公司為例
    Authors: 唐國安;Ton,Cou-An
    Contributors: 管理學院高階主管企管碩士班
    Keywords: 半導體封裝業;品質管制;新產品開發;new product development;Semiconductor assembly industry
    Date: 2009-06-08
    Issue Date: 2014-05-08 15:34:40 (UTC+8)
    Publisher: 國立中央大學
    Abstract: 台灣半導體封裝業早年(1966)是由通用儀器(General Instrument microelectronis),德州儀器(Texas Instrument)等數家歐美國際整合元件製造公司(Integrated Device Manufacturing)將勞力密集的封裝測試工廠移入台灣,80年代起,台灣本土封裝代工業崛起,封裝從單純製造工廠型態轉變為各個獨立經營型態的中小企業。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。由於台灣中小企業過度強調及時上市與低價競爭,加上管理者又強調創新與彈性,使得新產品開發多由技術專業人員掛帥,早年低層次新產品開發,這種模式被譽為典範,然而複雜度與挑戰性層次提高後,這種行之有年的新產品開發模式就顯得異常澀滯,不是進度落後,就是量產後問題叢生。
    ;Taiwan semiconductor assembly industry was established in 1966 by the Integrated Device Manufacturing corporations such as General Instrument Microelectronics, Texas Instrument, Philips Electronics ,etc. Their purpose is for cost reduction program – to shift labor intensive industry from high labor cost region to lower labor cost countries like Taiwan , Philippines ,etc. After some years of learning and with the encouragement of the Taiwan Government , several local IC assembly service corporations gradually took over the IDM company’s IC assembly factory in Taiwan and furthermore promoted the business model from OEM to ODM competing in new product “ time to market “ and “ unit cost “.
    In the initial decade, new product development monopolized by technique intensive experts were running pretty successful in low technology application segment, however, such model were observed to be stagnant and sluggish while the new product development task force required complicated knowledge plus harmonious team work.
    To figure out if there is an appropriate new product development model that could be applied in Taiwan small size IC assembly industry as well as in other similar business industry company, through the study and evaluation on this specific case, enhancing quality control involvement was practiced and demonstrated in the Taiwan represented local company during a new IC package development. The conclusion looks pretty positive as described below:
    1.A qualified QA expert being involved in new product development program to prevent technique expert from monopolizing will obviously benefit the task force in shortening “ Time to Market “ and eliminate redundancy.
    2.QA expert involvement in new product development is not only complied with in most well developed countries, it is mandatory to be executed in quality system as a requirement in International Quality Standard. Definitely, it is appropriate for all business industry as long as the corporation forever anticipate prosperity.
    Appears in Collections:[高階主管企管(EMBA)碩士班] 博碩士論文

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