| dc.description.abstract | Although Taiwan′s machinery industry occupies a pivotal position in the world, more than 90% are small and medium-sized enterprises and lack the advantages of large-scale in-ternationalization. In recent years, European, American, and Japanese machinery has devel-oped toward a high-end market that integrates smart manufacturing and high-precision auto-mation integration. The machinery industry in emerging countries is rapidly growing with market advantages, resulting in fierce competition from global machinery and challenges to Taiwan′s machinery industry.
Coating machines are large-scale equipment with complicated manufacturing process, which is hard to be standardized. Because the manufacturing process is complex, competitors have high barriers to entry, and the machineries usually build strong relationships with their customers. If one can master the key of niche marketing by customizing development design and project management, as well as becoming customer′s strategic partner supplier, Taiwan′s coating machinery C company will become more competitive in the international machinery market.
The purpose of this research is mainly to improve the performance of Taiwan′s coating machine industry through “Benchmarking”, “Business process reengineering”, and “Projec-tized matrix organization”. This study reviews the definition of business process reengineering in the literature and finds out the key features. Through in-depth analysis of the development and operation process of C company and applying the process reengineering method proposed by scholars, the core manufacturing process is passed through diagnose and reformation, and the structure of project team in each department is reconstructed. With rationalization of operations and professional division of the team, the goal of shortening the customer′s delivery time can be achieved. In this way, the company can win the customer’s satisfaction, and to seize the opportunity in a fiercely competitive market.
This study proposes suggestions for the process reengineering of C company and the op-eration of projectized matrix organization team. Managers must carefully evaluate the per-formance of the new process, and continue to improve the process, as well as train the em-ployees within the company to firmly establish the introduction and development of the new process. | en_US |