本研究主要透過MSMR研究模型並輔以綠色設計/綠色製造/循環經濟及環境永續為根基來，針對筆記型電腦機構開發循環鏈對永續發展的成果做一完整的研究分析。 一、 M-material selection 材料選用 二、 S-Structure design 結構設計 三、 M-mass production 量產製造 四、 R-recycling program 回收專案
透過本研究使用MSMR研究模型，針對H公司在機構開發上對環境永續解決方案的成果分析，可以幫助主管及機構設計研發人員在一開始開發產品時就能夠遵循MSMR模型展開並檢視產品開發流程，讓整個機構開發鏈在各個階段都能減少對環境的損害進而達成公司對環境永續設立的目標，並期許透過此研究讓其他筆記型電品牌廠進而至其他電子產品廠，當作產品機構開發之參考,讓各種產品機構開發鏈皆能夠減少碳排放，減少汙染並延長產品生命週期，一起為我們唯一的地球在環境永續上盡一份心力。;The rapid development of industry has led to economic prosperity, but it has also accelerated the destruction of the environment. In recent years, countries around the world have awakened to the importance of environmental protection.
There are 2-3,000 components in a notebook. The carbon emissions and possible pollution caused by the energy consumption are very significant. This shows that the design philosophy of the organization′s researchers has a significant impact on environmental sustainability throughout the entire laptop research and development process. Therefore, this study was prompted by the need to develop an environmentally sustainable and friendly chain of corporate development from design to manufacturing and finally to the consumer.
This study is a complete analysis of the sustainability results of the development cycle of the notebook computer organization through the MSMR research model, supplemented by green design/green manufacturing/circular economy and environmental sustainability.
1.M-material selection 2.S-Structure design 3.M-mass production 4.R-recycling program This study uses the MSMR model to analyze the results of Company H′s environmentally sustainable development. We hope that through this study and research model, other notebook brand manufacturers and other electronic product brand manufacturers can take it as a reference for product mechanical development, so that all kinds of product mechanical development chain can reduce carbon emissions, reduce pollution and extend product life cycle, and we can do our best for the environmental sustainability of our only earth together.
