http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/203 2026-03-10T15:03:47Z 2026-03-10T15:03:47Z Chia-Hsing Wu 吳家幸 http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/17275 2021-06-08T00:04:25Z 2013-01-01T00:00:00Z

標題: 高新科技材料加工產業生產精進之方法： 永虹科技公司個案研究; Sophisticated Production Methods of High-Tech Material Processing Industries: UHT Technology Company Case Study 作者: Chia-Hsing Wu; 吳家幸 摘要: 台灣高科技產業是台灣的經濟引擎，在科技創新研發方面近來也有長足的進步。但在高新科技材料產業這個重要的關鍵領域，可以說從來都不是台灣的強項！但近年來這個情勢已逐漸扭轉，以往高端科技材料及研發技術掌控於美、日及部份歐洲材料大國的情形雖仍然存在，但台灣在部份材料領域已慢慢突破，取得世界領先地位。但無可諱言，台灣在高新科技材料生產規模方面，與國際大廠相較，通常規模比較小，且對於生產管理的方法與管理制度的導入方面，仍屬落後。 所以，台灣企業如何在國際競爭激烈的環境下，殺出重圍，取得一席之地，除技術的突破與專利的取得外，高科技材料生產製程的良率提升、產量提升與生產成本的降低等生產管理手法，亦是重要關鍵。 本研究就是針對『高新科技材料產業』（以永虹公司碳纖維生產為例），探討生產管理精進方法，希望能產出一套方法，能夠迅速1. 增加良率 2. 提高產量 3. 降低成本，而且要能夠快速達成。由於『高新科技材料產業』設備依存度高，從業人員素質也較高，在面對高強度的研發競爭下，在生產管理工具的選擇與導入，就成關鍵。考量的重點包含：『管理成本』負擔不能太大，要導入容易，且必須迅速產生綜效。所以一個『整合性的管理工具』就是本研究的中心。 本研究針對研究對象『永虹科技股份有限公司』的實際運作，先經過分析討論後，選擇整合1.平衡計分卡(BSC) 2.品管圈(QCC) 3.人力資本管理(HCM)，經過導入之後， 從2012年12月到2013年5月，已經將良率提升27.92%( 從 58.8%提升到86.67%)，單位時間產能提升174% (從7.3公斤/小時 提高到 20.02公斤/小時)，成本更是下降了68.51% (從 3,326元/公斤的成本降低到 1,037元/公斤 )。成果證明本研究案方向正確，確實有效。; As the engine for economic growth in Taiwan, Taiwan’s high-tech industries have made considerable progress in technology, research and innovation. However, as we known, high-tech industry, as a critical area, is never the strength of Taiwan! But in recent years, Taiwan has turned its numbers around. Although high-end technology materials and their R&D technologies usually controlled by the US, Japan as well as a certain sum of European powers, Taiwan has made some breakthrough progresses in parts of such materials, and gotten front rank positions in such areas. And there is no hiding that, compared with various international companies, high-tech materials production in Taiwan is relatively small, and its production management methods and systems introduction are in the behind. With the globalization of economy, it becomes more severe in this market. Therefore, how to improve its international competitiveness is an urgent issue to be done. Except for technology breakthroughs and obtainment of patents, yield enhancement, production increase, cost reduction and such management methods in high tech production process are also deemed as the key points. This Study focuses on “High-tech materials industry” (taking UHT Unitech’s carbon fiber production as the example), explores through advanced management approaches and hopes to propose a set of method to quickly 1. increase yield; 2. Improve quality; 3. Reduce cost. Along with the high equipment dependence and personnel quality related to “High-tech materials industry” under high level of R&D competition, selection and introduction of production control tools became an important factor. Key points need consider include: we can not afford too much on “management cost”, with easy introduction to quickly achieve comprehensive result. For this reason, this Study’s core is an “Integrated management tool”. This Study directs at UHT Unitech Co., Ltd.’s actual operations, and after analysis and discussion, integrates 1. Balanced score card (BSC); 2. Quality control circle (QCC); 3. Human capital management (HCM). After the introduction, from December, 2012 to May, 2013, it has improved yield by 27.92% (from 58.8% to 86.67%), productivity per hour by 174% (from 7.3kg/h to 20.02kg/h), and reduced cost by 68.51% (from NTD3,326/kg to NTD1,037/kg). Results prove that this Study is valid and feasible.

2013-01-01T00:00:00Z Hung-Jung Yang 楊宏榮 http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/24140 2021-06-08T05:16:52Z 2006-01-01T00:00:00Z

標題: 顧客導向供應鏈系統建置策略之研究--以A連鎖書店為例; Study on the implementation strategy of customer oriented supply chain systems- Case study of a chain bookstore 作者: Hung-Jung Yang; 楊宏榮 摘要: 顧客導向的經營思維與技術，具體影響許多企業的發展，展望未來企業競爭力之強弱，莫不應以顧客導向為圭臬，而隨著資訊科技的進步，企業經營由e-business的進步倡導，演進至ERP(企業資源規劃)的有效整合，再進步至SCM(供應鏈管理)的完整上下游整體規劃。供應鏈管理的有效規劃與執行，深切影響企業經營的內部效能、上下游廠商間的整合，以及針對顧客導向的快速顧客回應。因此，顧客導向的供應鏈系統建置，應是未來提升企業競爭力的不二法門。 本研究整理學者有關供應鏈系統、顧客導向以及策略規劃之各項主張，並採用學者Hill(2004)所提之策略規劃程序，建構出顧客導向供應鏈系統建置之最適策略規劃程序，為本研究之研究架構，並嘗試找出顧客導向供應鏈系統建置之最適策略規劃程序中，最適策略擬定之重要構面因素。並且透過個案研究的方式，蒐集資料，進行研究分析以印證本研究所提出系統規劃之完整性。 本研究結論在提出一個建立包括顧客導向供應鏈系統建置策略分析之系統模式，以作為企業規劃供應鏈系統之建構參考。; Customer-oriented management and technologies significantly affect the development of many enterprises. Customer-orientation is the key factor in successfully forecasting the competence of enterprises. As the technologies advance, the management of enterprises should move from e-business to the efficient integration of ERP and then finally to the complete implementation of supply chain management (SCM). The efficient planning and execution of SCM greatly affects internal efficiency and quickens customer-oriented response. Therefore, the implementation of a customer oriented SCM system is the one and only way to increase the competence of enterprises. The study collects the theses of scholars on SCM, customer orientation and strategy planning. Also, it adopts Hill’s strategy planning procedure (2004) in formulating the most appropriate strategy planning procedure in the implementation of customer oriented SCM system, which is the main structure of the study. The study attempts to uncover the most structured factor of appropriate strategy determination in the procedure as depicted previously. Research analysis, conducted through case studies and information collection, is used to prove the completeness of system planning as addressed in the study. The study defines a systematic pattern in the implementation strategy analysis of customer-oriented SC system, which can be used as a reference by enterprises planning on implementing the SCM system.

2006-01-01T00:00:00Z 張家銘 Chia-Ming Chang http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/88163 2023-11-09T09:32:17Z 2023-01-01T00:00:00Z

標題: 非營利組織的價值主張與社會行銷：以台灣憂鬱症防治協會為例; Non-profit Organizational Value Proposition and Social Marketing: Case Study of Taiwan Association Against Depression 作者: 張家銘; Chia-Ming Chang 摘要: 憂鬱症是造成2030年全球失能第一名的疾病。台灣估計可能有百萬人有憂鬱症，但僅有五分之一尋求幫助。許多人不知道自己得到憂鬱症，或害怕貼上憂鬱症的標籤。台灣憂鬱症防治協會是專業倡議型的非營利組織，宗旨在推動台灣憂鬱症之防治及心理衛生健康促進工作。近年來面臨相關學會的競爭、品牌知名度下降、會員人數減少，甚至財務入不敷出的困境。本研究以台灣憂鬱症防治協會為研究對象，描述了鬱症協會在2018~2021年一連串的轉型歷程。 首先，以司徒達賢教授提出的「CORPS模式」，由服務對象(C)、組織運作(O)、財力資源(R)、人力參與(P)與服務內容(S)五項要素及決策核心(DC)，分析台灣憂鬱症防治協會面臨的困境與挑戰，說明協會為何必須調整服務對象由服務會員(B2B)到服務大眾(B2B2C)。 其次，用本土憂鬱症患者與精神科醫師的調查，了解顧客任務、痛點與獲益，用以建立「顧客素描」及「價值地圖」。決定由官網的調整加上粉絲團的行銷，增加「憂鬱症Q & A」、「憂鬱症自我檢測」、「憂鬱症就醫查詢」…等，解決顧客痛點而重建適配的「價值主張圖」。 再來，協會在調整「目標客層」與「價值主張」，並用官網與粉絲團建立「通路」與「顧客關係」後。透過各種「關鍵伙伴」及「關鍵資源」的強化，陸續進行多樣的「關鍵活動」，例如：升格社團法人、增加捐款管道、免費下載協會通訊、抗議「憂鬱症就是不知足」的標籤、與雜誌報紙合作憂鬱症專輯、與扶輪社合辦憂鬱症音樂會、youtuber阿滴分享憂鬱症心得、與郭倖純等名人支持「一句話我陪你」、台塑社福基金支持「校園憂鬱與同儕支持課程」…等，這些活動改變了「收益流」與「成本結構」，使協會轉虧為盈，重建「商業模式」。 最後，協會轉型符合「社會行銷」的6個P，包括：推廣憂鬱覺察與早期就醫(Product)、降低憂鬱資訊障礙(Price)、善用數位通路(Place)、增加媒體社群分享(Promotion)、參與政策討論(Policy)、合作陪伴及照顧者(Partnership)，並利用網站與數位社群，形成飛輪效應，進而促進大眾對憂鬱症的正確認識，並增加台灣憂鬱症防治協會的社會影響力。; Depression is the leading cause of disability globally in 2030. It is estimated that there may be one million people with depression in Taiwan, but only one-fifth of them seek help. Many people do not know they have depression or are afraid to be labeled. The Taiwan Association Against Depression (TAAD) is a professional advocacy-based nonprofit organization that aims to promote the prevention and treatment of depression and mental health promotion in Taiwan. Since its establishment in 2001, the Association has faced competition from related professional associations, a decreasd in brand awareness, a decrease in membership, and even financial difficulties. This study focuses on the TAAD and describes its transformational process from 2018 to 2021. First, using the "CORPS model" proposed by Professor Dah-Hsian SeeToo, the five elements of service targets (C), organizational operations (O), financial resources (R), human participation (P), and service content (S), along with the decision center (DC), were analyzed to understand the difficulties and challenges faced by the TAAD, and why it had to adjust its service target from serving members (B2B) to serving the general public (B2B2C). Second, local surveys of depression patients and psychiatrists were conducted to understand customer tasks, pain points, and benefits in order to establish a "customer profile" and a "value map." The Association decided to adjust its website and fan page marketing to include "Depression Q&A," "Depression Self-Check," "Depression Medical Inquiry," and other services to solve customer pain points and rebuild a matching "value proposition canvas." Third, after adjusting its "target customers" and "value proposition," and establishing "channels" and "customer relationships" through its website and fan page, the association strengthened its "key partners" and "key resources" and carried out various "key activities" one after another. These activities included upgrading to a registered society, increasing donation channels, offering free downloads of the Association's newsletters, protesting against the label "Depression is just not being content," collaborating with magazines and newspapers to publish depression special editions, co-organizing a depression concert with a rotary club, having YouTuber Adi share his experience with depression, and receiving support from celebrities like Hsin-Chun Kuo for "One Sentence, I Accompany You" project, and receiving support from the Formosa Plastics Welfare Foundation for the "Campus Depression and Peer Support Program." These activities further changed the "revenue flow" and "cost structure" and allowed the Association to turn its losses into profits, thereby rebuilding its "business model." Finally, the Association's transformational changes align with the six Ps of "social marketing," including promoting depression awareness and early treatment (Product), reducing information barriers of depression (Price), utilizing digital channels (Place), increasing social media sharing (Promotion), participation in policy discussions (Policy), and collaborations with partners and caregivers (Partnership), using website and social mdia, to take shape into flywheel effects, to promote correct understanding of depression among the public, and to enhance the social impact of the TAAD.

2023-01-01T00:00:00Z Li-Yuan Chen 陳力源 http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/21101 2021-06-08T03:27:00Z 2019-01-01T00:00:00Z

標題: 非公開發行創新公司登錄創櫃板之效益分析; A Study of Benefits Gained by Innovative Non-Public Companies through GISA Listing 作者: Li-Yuan Chen; 陳力源 摘要: 本文以登錄創櫃板的公司作為主要研究對象，探討登錄創櫃板可以帶給非公開發行創新公司的效益，同時也從滿意度的角度分析創櫃板公司對於創櫃板整體輔導機制的看法及建議，除了可以作為期待透過成為創櫃板公司以加速成長的參考外，主管機關、政府相關機構和民間單位也可以透過本文共同思考，如何調整現有的輔導機制以提升具創新創意微型和中小企業的輔導效益。本文研究結果顯示，除非有其他配套措施，否則現有創櫃板的輔導機制並未能協助微型和中小企業順利達成對外的募資目的；但是對於尚未具備公開發行條件的微型和中小企業，想要透過現有創櫃板的輔導機制建立管理或治理制度、取得股票代號或提升知名度，以提升行銷效益以及和客戶或往來廠商的信賴度，確實有明顯的效益。此外，現有創櫃板公司多數願意推薦其他公司申請創櫃板，也代表著肯定創櫃板的輔導效益，並期待能夠經由創櫃板持續協助公司實現核心價值、加速進入資本市場和達到永續經營的目標。; This study mainly targets GISA (Go Incubation Board for Startup and Acceleration Firms) companies, examining the benefits that GISA brings to innovative non-public micro and SME companies, and also collecting feedback and generating suggestions on satisfaction levels of GISA guidance mechanisms. The results of this study not only serve as a reference for other companies seeking to accelerate growth via GISA, but also provide relevant authorities, government units, and private consulting companies with food for thought. Results of this study indicate that GISA cannot be employed solely as a source of investment funding in the absence of other measures, as current GISA mechanisms may not be able to help listed companies achieve their fundraising goals. However, these mechanisms may be suitable for those companies looking to establish management or governance systems, obtain stock codes, or enhance corporate reputation, as these factors can effectively enhance marketing effectiveness and build trust among clients or collaborators. Additionally, many GISA companies recommend GISA listing as an effective strategy for other companies, showing a positive attitude towards GISA’s guidance mechanisms. It is to be hoped that GISA can continue to help companies realize core corporate values; and achieve sustainability goals.

2019-01-01T00:00:00Z