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以五個利潤導向維度提升產品開發績效構面之探討

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明新科技大學 校內專題研究計畫成果報告

以五個利潤導向維度提升產品開發績效構面之探討

Promote the study of the performance factor of the product

development by five profit orientation dimensions

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Abstract

This research is with “five profit oriented dimensions (the development time/developing cost of the product quality/product cost/product/development capability)” skill, aim at light – emitting diode (LED) domain up of the new product development does research, with development of five directions to inquire into the development performance of domain.

This research hopes to reach the following object:

„ Creating the Taiwanese LED industry product develops performance beacon and determinant of management.

„ Assessment also more Taiwanese LED industry develop the performance of the performance beacon and the determinant of movable management in the product, can help an each company continuous improvement by the beacon compare.

„ Data and data gained according to the assessment process carry on analysis to understand between determinant and each performance beacon of incidence degree, for the purpose of help participate a company to promote to have the usage will of the performance beacon of interest to seemly availably. Provide related analyzing result and suggestion, make a firm by with improve the own product develop creative dynamics of management.

Study result display, the amount which develops expense invest is five profits to lead to one of the most important items, sing a key most and influencing the most deeply the most wide factor. Developed design to put into more many resources in the early years, its product quality usually stabilized, and its price of article/efficiency/manufacturing process' capability's also sing developing have already decided that product 80% destinies then in the early years; The product sells of good or not, with whether can duct into a market (Time to market) to also have important correlation in good time, and this part also with development resource of the invest is more vitally related. Can also find from the comprehensive analysis of questionnaire, the domain universe all has equal expectation to also value very much to the developments, but to development of controlling of capability and progress, mostly present impotence, acquire to another material cost high - low also value very much, however is visited a firm universe to light - emitting diode domain of future, respond mostly maintain positive viewpoint.

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圖目錄

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表目錄

表 1 台灣發光二極體產業結構表...4

表 2 第二階段問卷一致性數據...11

表 3 廠牌分析...13

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以五個利潤導向維度提升產品開發績效構面之探討 明新科技大學校內專題研究計畫 MUST-97-工管-11

2. 製造流程:

上游的產品為單晶(single crystal)、磊晶片(epitaxy wafer)。單晶是作為磊晶成長用之 基板(substrate),磊晶片是利用多種磊晶成長法,在基板上成長不同材料層後的產品。將 上游磊晶片製作電極(Metallization)後,進行平台蝕刻(mesa etching),再切割此晶片,最 後崩裂成單顆的晶粒(Dice)。下游封裝業是將崩裂後的晶屋(此製程稱為 Wire bond),置 入灌有樹脂的模具中,待樹脂硬化粒用銀膠黏著在導線架(leadframe)前端(此製程稱為 (die bond)。再以金線分別接合在黏著的晶粒與另導線架後取出剪腳即為成品。封裝完成 後的 LED 產品在可見光產品方面有燈泡型(lamp)、數字顯示型(digit display)、點矩 陣型(dot matrix)、表面黏著型(surface mount)等。

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以五個利潤導向維度提升產品開發績效構面之探討 明新科技大學校內專題研究計畫 MUST-97-工管-11 在上、中、下游三個步驟當中,最具關鍵性的就是磊晶。對化合物半導體而言,磊 晶通常是需要的,不同的元件需要不同的磊晶層結構,磊晶品質的優劣直接掌控最後製 成元件的品質,如果說化合物半導體元件的成敗至少有 6-7 成以上的關鍵掌握在磊晶, 亦不為過。 3. 磊晶技術介紹: 所謂磊晶,在半導體的應用,是指在某一晶格上成長另一完整排列的晶格材料。若 在矽基板上成長完整排列的相同材料稱為同質磊晶;若在矽基板上成長矽鍺材料則稱為 異質磊晶。在光電元件的製作上,磊晶是非常重要的製程,其製作流程往往是由基板開 始,然後利用磊晶技術成長不同材料的薄膜,磊晶成長之後,再經由特定製程(如金屬 蒸鍍,微影曝光,研磨,切割),然後經封裝成成品或直接應用在產品上。故磊晶成長 是構成光電元件結構的核心技術。其應用的產品包括光電元件及高速元件。 現今產業界常用的磊晶成長法有以下數種: 1. 液相磊晶成長法(Liquid phase Epitaxy, LPE) 2. 氣相磊晶成長法(Vapor Phase Epitaxy, VPE)

主要原理是經由氣流傳輸三五族化合物到磊晶基板上,再加以控制氣流及時間,藉 由氣體管路系統的特殊設計,並降低成長速率,達到磊晶成長的需求。

3. 金屬有機氣相磊晶成長法(Metal Organic Vapor Phase Epitaxy, MOVPE) 4. 分子束磊晶成長法(Molecuiar Beam Epitaxy, MBE)

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以五個利潤導向維度提升產品開發績效構面之探討 明新科技大學校內專題研究計畫 MUST-97-工管-11

參考文獻

1. 鄭三峽譯(1995),《新產品研發》,台北:智勝文化。

2. 周文賢與林嘉力(2001),《新產品開發與管理》,管理科學專題系列 No.10,華泰書局。 3. Ulrich/Eppinger (2003),“Product Design and Development” 3e,McGrawHill.

4. Booz, Alien and Hamilton (1982), New Product Management for the 1980s, New York, p.l7.

5. Cooper, R. G. and E. J. Kleinschmidt (1987), "Success Factors in Product Innovation,"

Industrial Marketing Management 16, pp.215-223.

6. Cooper, Robert G. (1983), "A Process Model for Industrial New Product Development,

"IEEE Transactions on Engineering Management, Vol.30, No.l, pp.2-11.

7. Cooper, Robert G. (1984), "The Strategy-Performance Link in Product Innovation," R&D

Management, No.14, April 1984,pp.247-259.

8. Cooper, R. G. and E. J. Kleinschmidt (1984), "New Product Strategies: What Distinguishes The Top Performers?, "Journal of Product Innovation Management, No.2, pp.151-164.

9. Coover, Harry W. (1986), "Programmed Innovation Strategy for Success," Research

Management, November-December, pp.12-17.

10. Crawford, C. Merle (1996), New Products Management, and 5th ed., Homewood, Illions: Richard D.Irwin.

11. Gupta, A. K., S.P. Raj and D. L. Wilemon (1985), "R&D and Marketing Dialogue in High-Tech Firm," Industrial Marketing Management 14, pp.289-300.

12. Johne, F. A. (1987),"Organizing for High Technology Product Development,"

Management Decision, Vol.25, N0.6, PP.23-28.

13. Johnson, Samuel C. and Conrad Jones (1957), "How to Organize for New Products,"

Harvard Business Review, May-June, p.52.

14. Larson, E. W. and D. H. Gobeli (1988), "Organizing for Product Development Projects,"

Journal of Product Innovation Management, No.5, pp.180-190.

15. Sands, S. and L. M. Warwick (1977), "Successful Business Innovation: A Survey of Current Professional View," Californian Management Review, Vol.20, No.2, pp.5-16. 16. Souder, William E.(1987), "Effectiveness of New Product Management Methods,"

Industrial Marketing Management, Vol.7,No.5, pp.299-307.

17. Thomas, Rober J. (1993), New Product Development: Managing and Forecasting for

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參考文獻

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