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• Main Authors: Hsiu-ying Hsieh, 謝秀英
• Other Authors: none
• Format: Others
• Language: zh-TW
• Published: 2010
• Online Access: http://ndltd.ncl.edu.tw/handle/96563723685219138731

碩士 === 國立中央大學 === 管理學院高階主管企管碩士班 === 98 === One of the major challenges of modern business operation is whether to adjust its pace to meet the changes of business operating environment while dealing with the rapid international environment. Company A is a TFT LCD semiconductor driver IC Assembly and Testing house. The character of semiconductor industry is to be easily affected by high risk market and dramatic profit undulation. Since the fourth quarter of 2008, the world economy has encountered with a global financial storm. In order to resolve the problems of the company and assist with the business operations in the future, the General Manager of Company A promoted a business reformation program to help the Company to get through crises and become a well-developed company. The study adopts Porter’s (1985) industrial value chain to analyze the industrial environment of IC Testing and Packaging, and to diagnose and analyze the production processes and operation directions of the case study company separately. Furthermore, the study uses Ansoff’s (1965) SWOT analysis to find potential problems of Company A. By grouping and categorizing the problems of Company A, the study probes deeply into the diversities of practice and theory of improvement processes through the deep analysis of implementation effectiveness of process improvement, and gives advice to Company A on the program of process reformation implementation. According to the process reformation of the case study company, and the conditions of both pre- and post-reformation, the study concludes as follows: 1. Equipment: Shorten the lead time and adjust equipment parameters to increase the production effectiveness. 2. Operation processing system: Utilize innovative computing technologies which have not been used to reduce artificiality of operation. 3. Personnel and service efficiency: Reform the structure of organization to create cooperative win-win effectiveness for the team; create horizontal organizations, clarify tasks and specify responsibilities to improve the effectiveness of personnel. With experiences of process reformation of the case study company, the study provides suggestions as follows: 1. Personnel are one of the essential elements of process reformation. Therefore, reducing the resignation rate of DL personnel is the major problem that is needed to be conquered by Company A. 2. The democratic leadership style keeps improvements longer for a medium- and long-term reformation. 3. It is so hard for employees to promote various projects at the same time that they cannot concentrate on the BPR project. 4. The personnel control mechanism is the focus of attention in the future. 5. The use of cell phone as a transmission tool of production information enables the head of units to control the situation on the go. In conclusion, the study finds that the implementation of BPR in industries, with the structure of improvement based on the BPR theory of Hammer and Champy (1993) and the willingness of high-level managements to reform, can be smoothly promoted if the company establishes a project team, specifies its goals, assists positively with the departments which are dealing with problems, and complies with other projects. Consequently, the BPR project shall be helpful in improving the company to reform the whole business operating model, process, organization, and to promote the competitiveness of the company.