臺灣博碩士論文加值系統

台灣半導體封裝業早年(1966)是由通用儀器(General Instrument microelectronis)，德州儀器(Texas Instrument)等數家歐美國際整合元件製造公司(Integrated Device Manufacturing)將勞力密集的封裝測試工廠移入台灣，80年代起，台灣本土封裝代工業崛起，封裝從單純製造工廠型態轉變為各個獨立經營型態的中小企業。產品服務從單純的OEM提升到ODM。新產品的及時上市成了企業經營的關鍵命脈之一。由於台灣中小企業過度強調及時上市與低價競爭，加上管理者又強調創新與彈性，使得新產品開發多由技術專業人員掛帥，早年低層次新產品開發，這種模式被譽為典範，然而複雜度與挑戰性層次提高後，這種行之有年的新產品開發模式就顯得異常澀滯，不是進度落後，就是量產後問題叢生。
本研究乃藉由對個案公司借重品質管制功能的強勢參與新產品開發的模式，以探討此一模式是否有效的解決了上述問題，且此一新的品質管制強勢參與的模式可否運用於其他產業，所得結論如下：
1. 品質管制人員強勢參與新產品開發的模式是有效的，但是其充分條件為品管人員的專業知識與人際關係能力必須達到不低於專業技術人員的能力。
2. 此一模式與先進已開發國家及國際上汽車工業要求的標準雷同，對於任何產業較高層次的新產品開發套用上看不出不適當的理由。

Taiwan semiconductor assembly industry was established in 1966 by the Integrated Device Manufacturing corporations such as General Instrument Microelectronics, Texas Instrument, Philips Electronics ,etc. Their purpose is for cost reduction program – to shift labor intensive industry from high labor cost region to lower labor cost countries like Taiwan , Philippines ,etc. After some years of learning and with the encouragement of the Taiwan Government , several local IC assembly service corporations gradually took over the IDM company’s IC assembly factory in Taiwan and furthermore promoted the business model from OEM to ODM competing in new product “ time to market “ and “ unit cost “.
In the initial decade, new product development monopolized by technique intensive experts were running pretty successful in low technology application segment, however, such model were observed to be stagnant and sluggish while the new product development task force required complicated knowledge plus harmonious team work.
To figure out if there is an appropriate new product development model that could be applied in Taiwan small size IC assembly industry as well as in other similar business industry company, through the study and evaluation on this specific case, enhancing quality control involvement was practiced and demonstrated in the Taiwan represented local company during a new IC package development. The conclusion looks pretty positive as described below:
1. A qualified QA expert being involved in new product development program to prevent technique expert from monopolizing will obviously benefit the task force in shortening “ Time to Market “ and eliminate redundancy.
2. QA expert involvement in new product development is not only complied with in most well developed countries, it is mandatory to be executed in quality system as a requirement in International Quality Standard. Definitely, it is appropriate for all business industry as long as the corporation forever anticipate prosperity.

第一章 緒論 1
1.1 前言 1
1.2 研究動機 2
1.3 研究目的 3
1.4 研究範圍 3
1.5 論文架構 4
第二章 文獻探討 6
2.1 半導體簡介 6
2.2 半導體產業的沿革與封裝業的發展 6
2.3 新產品定義及類型 9
2.4 新產品開發程序 11
2.5 半導體封裝業的新產品開發品質管制模式 15
第三章 個案公司介紹 21
3.1 個案公司簡介 21
3.2 成長歷程 23
3.3 基本資料 24
3.4 經營理念與核心文化 24
3.5 競爭策略 25
3.6 未來挑戰 27
第四章 個案分析與討論 28
4.1 個案背景 28
4.2 修訂新產品開發程序強化品管功能 29
4.3 定義關鍵審查要項 32
4.4 確保關鍵品質審查作業完備 34
4.4.1 材料與結構審查 34
4.4.2 製程設計審查 39
4.4.3 製程參數審查 46
4.4.4 量產前審查 48
4.5 結案報告 48
第五章 結論與建議 50
5.1 研究結論 50
5.2 研究貢獻 53
5.3 後續研究的建議 53

ㄧ.中文文獻
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二. 英文文獻
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