| DC 欄位 |
值 |
語言 |
| DC.contributor | 高階主管企管碩士班 | zh_TW |
| DC.creator | 葉蔭晟 | zh_TW |
| DC.creator | Yin-Cheng Yeh | en_US |
| dc.date.accessioned | 2017-4-27T07:39:07Z | |
| dc.date.available | 2017-4-27T07:39:07Z | |
| dc.date.issued | 2017 | |
| dc.identifier.uri | http://ir.lib.ncu.edu.tw:444/thesis/view_etd.asp?URN=104450097 | |
| dc.contributor.department | 高階主管企管碩士班 | zh_TW |
| DC.description | 國立中央大學 | zh_TW |
| DC.description | National Central University | en_US |
| dc.description.abstract | 半導體設備是半導體生產製造中最重要的供應鏈之一，對高階IC封裝的半導體設備供應商來說，客製化是致勝關鍵最重要的指標，但也是縮短交期最大的阻礙。本土的設備商在高度客製化的訂單生產條件下，如何兼顧品質與成本，並能符合客戶越來越短的交期需求是一個非常重要且值得深入研究的主題，也是本研究的主要動機。
本研究以本土自有品牌且在高階封裝設備市場耕耘已久的G公司為個案研究對象，深入探討G公司如何在高度客製化的產業鏈生態中，轉型為大量客製化並對製造流程加以流程再造，提升了自身產品的品質，並成功的為客戶縮短了產能擴增所需的時間。本研究以質性方法來做研究分析，採用深度訪談個案公司高階經營層以及次級資料的蒐集取得研究資料。
經本研究深入分析探討後，對本研究個案歸納出以下結論：1. 從過去失敗的經驗中找出成功的契機；2. 選擇正確的執行團隊，將對的人放在對的位置國際；3. 建立專案團隊明確的共識及分工；4. 科學的輔助分析；5. 結合在客戶端的技術植入以擴展大量客製化的施行範圍。對於個案也提出以下的建議：1. 可再經由資材系統的進一步建置，再縮短客戶取得設備的時間；2. 在流程改造及客製化下標準化成功的基礎上，繼續技術研發維持領先地位；3. 面對未來市場的成功經驗複製。對於未來研究方向之建議為：1. 發展量化研究以作深入探討；2. 半導體設備供應商垂直整合的研究；3. 半導體設備商在大陸發展策略的研究。
本研究對於研究主題之選擇、研究架構之建立與個案公司高階經營層之訪談上雖然力求嚴謹以符合科學原則，然而仍有一些限制：1. 研究方法的限制；2. 研究對象僅針對單一個案及產業，客觀度不足；3. 資料蒐集存在公司商業機密限制的考量。 | zh_TW |
| dc.description.abstract | Semiconductor equipment is one of the key factors of semiconductor manufacturing. As to the semiconductor equipment manufacturers of high-end IC packaging, customization plays a very important role. Customization leads the manufacturers to success but long manufacturing time. To achieve high quality、low cost and short lead time in the same time are very important topics for local equipment manufacturers. They are the primary motivation of this research.
This research chose local “G” company with manufacturer’s brand as case study. “G” company successfully shorten the equipment acquiring time needed and improved equipment quality for their customers by “Mass Customization” and “Business Process Reengineering”.
This research concluded as the following：1. Find chances of success from failure experiences of the past. 2. Choose the right team and right person in right position. 3. Set clear consensus and job distribution for the project team；4. Scientific analysis；5. Expand mass customization by more implementation at customer sites. This research also propose the following suggestions：1. Shorten the lead time of equipment manufacturing by the efforts of logistics. 2. Keep on RD to be the leading position based on the mass customization and BPR. 3. Repeat the successful experiences in the future markets. Suggestions for the future research: 1. Advanced investigation by developing quantitative research. 2. Research on vertical integration. 3. Research on the business strategy in China.
This research is dedicated to fulfill scientific principles in the choice of the topic, built of the structure and the interviews to the managers of “G” company. There are still some restrictions：1. Research methods. 2. Less objective due to single object of study. 3. Data collection was restricted because of confidential and classified information. | en_US |
| DC.subject | 流程再造 | zh_TW |
| DC.subject | 大量客製化 | zh_TW |
| DC.subject | SWOT 優劣勢分析 | zh_TW |
| DC.subject | Business Process Reengineering | en_US |
| DC.subject | Mass Customization | en_US |
| DC.subject | SWOT | en_US |
| DC.title | 企業流程改造與大量客製化的效益探討─以G公司為例 | zh_TW |
| dc.language.iso | zh-TW | zh-TW |
| DC.type | 博碩士論文 | zh_TW |
| DC.type | thesis | en_US |
| DC.publisher | National Central University | en_US |