工程-製造系統能力整合

Abstract

在快速應用高新科技的產業環境下，企業會面臨產品更迭快速，高品質的新產品不斷推陳出新的競爭情境，在此樣情境下，隱含著企業必須進行快速的研發，並且面臨具高度變化的經營環境，有高變異的需求，這樣的產業環境具有兩大特性，「產品更迭快速」考驗企業工程能力，「需求變異」考驗企業因應環境變異的製造能力，然而企業並非只需要獨立地加強工程能力與製造能力，而是需要發展兩種能力之間的整合能力，工程能力與製造能力必須整合，才能夠相得益彰獲得綜合效益，企業工程能力考慮製造能力，可以明瞭工程能力發展的方向，而工程能力主動積極改善市場環境後，還需進而搭配適當的製造能力。 本研究主要研究製造能力中的產能策略，提供了企業增進工程能力主動改善市場環境後，要如何搭配適當產能策略的思考架構。基本結果如下：當需求具有不確定下，工程能力影響產品價格狀況大於產能成本下，工程能力越強產能策略要隨之越積極，而工程能力影響影響產品價格狀況小於產能成本下，則反之。半導體先進製程價格易鬆動，LCD製造，台灣採用成熟機台，韓國公司較早介入新機台，Wii發生缺貨，皆是例證。另外，在工程能力只影響需求變異下，工程能力影響會使需求變異變小時，產能策略要隨之越謹慎，工程能力影響會使需求變異變大時，則反之，背後隱含的道理，是在決策者風險中立的假設下，需求變異較大，所面臨到大需求量的機率也上升，因此值得一搏可能較高的利潤。

In an industrial environment where new and high technology is being rapidly applied, firms are faced with competition on rapid product change and never ending development of high quality products. Such situation deems enterprises to have fast response R&D and face a business environment with high degrees of change and volatile demand. This type of industry has two major characteristics – “Rapid Product Change,” testing the firm’s engineering capability and “Demand Variability,” testing the firm’s manufacturing capability according to changes within the environment. Firms do not need to independently improve its engineering capability nor manufacturing capability alone, moreover but to develop the integration between these two capabilities. Engineering capabilities and manufacturing capabilities must be integrated so as to complementarily benefit on its integrative effect. A firm’s engineering capability being able to consider manufacturing capability will enable to understand clearly the development path of engineering capability. When the engineering capability has already taken the initiative to improve the market conditions, an appropriate combination of manufacturing capability is further required. The study mainly researches on the production capacity strategy of manufacturing capabilities. It provides a framework for strategically combining appropriate mix of production capacity after the firm has promoted engineering capabilities which initiate the improvement on market conditions. Basic results are as follows: when demand is uncertain, the engineering capabilities influence the product prices greater than production costs. When engineering capability is stronger, the production capacity strategy must be more active and the impact of engineering capabilities influence on the product prices is less than production cost, and vice versa. Some examples are the advancement in semiconductor manufacturing processes where prices easily loosened, LCD manufacturing, Taiwan adopting a more mature plant, Korean company’s earlier intervention with new machine and under stock of Wii. In addition, when situations where the engineering capability only influences the demand changes and the engineering capability impact makes demand changes smaller, the capacity strategy must accordingly be more cautious, but when the engineering capability impact makes demand changes bigger, the contrary is applied. The logic behind is that under the analysts risk assumption, demand changes are bigger, the probability of facing larger demand tends to be higher, therefore deserving to strike on a higher profit.