Study on Enterprise Diagnosis of Metal Mold Manufacturing Industry - A Case Study of Company L

• Main Authors: Chin-Lien Wu, 吳金蓮
• Other Authors: Ping-Chen Lin
• Format: Others
• Language: zh-TW
• Published: 2019
• Online Access: http://ndltd.ncl.edu.tw/handle/mmm955

碩士 === 國立高雄科技大學 === 金融資訊系 === 107 === The government has been actively guiding middle and small-sized enterprises and successfully promoting the development of export industry, to lay the foundation for Taiwan to be an export-oriented economic entity. However, over the past years, due to fierce competition of the global economic and trading situation, facing the era of Industry 4.0 as well as the economic rise of the Mainland, members of Association of Southeast Asian Nations and other emerging countries, middle and small-sized enterprises in Taiwan have been impacted and competed by the global economic environment. The export trade has significantly declined, which made the middle and small-sized enterprises that have always relied on exports have to adjust, upgrade and transform, and made the industrial structure changed correspondingly. It has become an urgent and important issue for middle and small-sized enterprises to establish competitive strategies for industrial transformation and improve operation systems through enterprise diagnosis, so as to set right operation directions and maintain the competitive advantages for sustainable operation. Taking company L as the study object of diagnosis, this study analyzed the status of the metal model manufacturing industry which the company is involved in, so as to understand the industrial features, its upstream and downstream, import and export status, and current industrial trends. Moreover, SWOT and Five Forces Analysis were conducted to know the advantages and disadvantages faced by the industry. In addition, assisted by the finance / management / strategy / analysis method (FMSA) model created by Teacher Zhu-yi Yu, a scholar of enterprise diagnosis, the internal diagnosis and the break-even point analysis were carried out inside the enterprise on 7 major management functions including production operation, marketing, human resources, research and development, finance, administration and information. According to the generated results of data, the problems in 3 major key indicators of the case enterprise, such as financial urgency, management feasibility and strategy feasibility, were studied, judged and organized for integration and cross-over analysis. The weaknesses in operation and management of the case enterprise were pointed out, and guidance solutions and programs were provided, which can be used by enterprise manager as a reference to make effective future business policies and strategies.