臺灣博碩士論文加值系統

　 自從Harrington於1973年首先提出電腦整合製造的觀念以來即引起學
術界及工業應用上不斷的研究．有些學者甚至預言，在公元2010年時仍未
達到電腦整合製造境界的製造業者將很難再生存下去．過去二十年來，對
於電腦整合製造的引進與應用，成功與失敗的例子都有．根據文獻的探討
，很少有製造業摩仿另一個成功地引進電腦整合製造者而獲得相同的效益
，主要的問題在於每一個企業有其獨特的體質．一個企業若要成功地引進
電腦整合製造，除了要考慮技術面的因素外，非技術面的因素（人，管理
活動，組織架構及企業文化等）也必須給予高度的關切．本研究針對十九
家申請經濟部工業局整廠整線自動化的廠商做調查研究，根據實施電腦整
合製造廠商實施經驗，可以確認 Norman F. Barber的企業架構模式對台
灣實施電腦整合製造的廠商相當有用．此外，本研究也提供一些建議給目
前或未來有意引進電腦整合製造的廠商參考．

Ever since Harrington first proposed the concetp of Computer
Integrated Manufacturing (CIM) in 1973 , it has been received
a paramount interests in both academic researches and
industrial applications . It is predicted that
manufacturers who do not implement CIM in the 2010s will not
be able to survive. In the last two decades , many real
world cases of the successful implementations of CIM as well
as the failure ones have been reported . According to previous
studies , very seldom can a successful instance be re-
implanted in other similar manufacturers . The major
problem resides in their distinct enterprise features . In
order to implement CIM successfully in an enterprise , not
only technical issues but also non-technical ones ( people ,
management practice , organization structure and corporate
culture ) need to be carefully considered . In this research ,
the findings of a survey of 19 Taiwanese respondent users who
claim to implement CIM are reported . The respondents'
experiences confirm that Norman F. Barber's enterprise
model is quite useful to Taiwanese CIM users. Through this
study , a number of suggestions for the current and future CIM
users are presented .