| 摘要: | 在產業全球化的分工模式之下，資源被有效地利用，使得產品得以大量生產，並能以成本來合理反應商品之售價，對消費者而言，也已經對商品的價值與售價有固定的認知與定位；但對企業來說，需面臨每年勞力成本攀升而直接導致的毛利下降，無疑是一種莫大的挑戰，尤以代工為主要獲利的企業更甚。為了提高自身競爭力，企業除了集中採購、投資研發、整合企業資源、與客戶和廠商策略合作等之外，對生產成本的控管亦愈加精實。因此，經常需在維持高品質與低成本之間作拉鋸戰，而往往低成本、低毛利的現實將使得企業不得不在品質方面妥協。然而，短期的品質工程將可能帶來長期的成本效益，這一點也是不容輕忽的事實，尤其當產品面臨重大品質事件或生產良率遲遲無法提升的時候，企業將可能付出巨大的失敗成本。
隨著時代的進步與科技的發展，筆記型電腦產品的設計與製程也越來越複雜。早期的筆記型電腦功能較少、機構工藝較簡單、尺寸較大較易於組裝，對於組裝製程的要求也比較低，代工的毛利相對較高；現在的筆記型電腦功能較多、機構工藝較複雜、外觀輕薄且困難組裝，對組裝製程的要求比較高，但代工的毛利反而更低。因此，代工廠除了不斷提高採購、研發與生產能力，透過自動化設備導入與製程優化來提升組裝效益，更需要提高製程的設計能力並加以流程化，進而達到良率與品質的提升，增加企業本身的競爭優勢。
本論文以個案研究的方式，以個案公司的筆記型電腦組裝廠為研究對象，探討製程導入APQP之成效與困難，提出導入前後之差異，分析結果顯示事前的積極預防更有利於事後的消極改善。運用科學量化之方法和工具，能識別出高風險項目，並優先實施預防措施，成功地使問題減輕，有效地提升試產之良率，提供給相關產業做為製程設計改善之參考。;Under the models of division of labor in the industrial globalization, resources are effectively utilized, which enables mass production of products, and can reasonably reflect the price of goods at the cost. For consumers, they have fixed cognition and positioning of the value and price of goods; But for enterprises, it is undoubtedly a big challenge to face the annual decline in gross profit directly caused by rising labor costs, especially for enterprises whose profit-making mainly come from their OEM/ODM businesses. In order to improve their own competitiveness, in addition to the centralized purchasing, investment in research and development, the integration of enterprise resources, and the strategic cooperation with customers and manufacturers, the company has also become more lean and sophisticated in controlling production costs. Therefore, manufactories always need to keep high quality and low cost between a seesaw battle, and often the reality of low cost and low margin will make the enterprise have to compromise in respect of quality. However, short-term quality engineering may bring long-term cost-effectiveness. This is also a fact that should not be underestimated, especially when the product is faced with major quality events or production yield is unable to improve, the enterprise may pay a huge cost of failure.
With the progress of the times and the development of science and technology, the design and manufacturing process of notebook computer products have become more and more complicated. The early notebook computer had fewer functions, simpler mechanism and craftsmanship, larger size and easier to assemble, the requirements for the assembly process were also relatively low, and the gross profit of ODM/OEM is relatively high. The nowadays notebook computer has more functions, more complex mechanism and process, thinner and lighter, and more difficult to assemble, which demands high requirements on the assembly process, but the gross profit of ODM/OEM is even lower. Therefore, in addition to constantly improving the procurement, R&D and production capabilities, and improving the assembly efficiency through the implementation of automation equipment and process optimization, the ODM also needs to improve the design ability of the process and streamline it, so as to improve the yield and quality as well as to increase the competitive advantage of the enterprise.
This paper takes a case study approach and takes the notebook manufactory as the research object to explore the effectiveness and difficulty of introducing APQP in the process, and puts forward the differences before and after the introduction. Studying results show that active prevention before the event is more conducive than reactive correction after the event. With using scientific and quantified methods and tools, identifying high-risk projects and implementing prioritized preventive measures can successfully alleviate problems and effectively improve the yield of trial production, and provide relevant industries as a reference for process design improvement. |
