製造執行系統 (MES) 變型設計之問題 與解決方案 ─ 以C公司舊世代廠轉型為例
摘要
Founded on May 4, 1971, Company C is a joint venture of Tatung Company. Company C used to be the world’s biggest producer of the picture tube for CRT monitors and Taiwan’s third largest manufacturer of liquid-crystal panels. After suffering a setback in founding plants and facing a the U.S. Department of Justice’s antitrust accusations in 2001-2006, this company advanced the process of enterprise transformation for two of its older generation (4.5) plants and converted them into exclusive plants of small- and medium-scale manufacturing processes in 2007, which was three earlier than its competitors. However, the previous setback in investment and law suits in the U.S. had resulted in less abundant funds. The financial crises of 2008 and 2009 also limited its expansion to minimal replacement of equipment and devices. Consequently, the company only managed to meet the demands of the market by providing information services after the transformation. For a high-tech contractor as such, replacement of equipment and devices certainly entails major change in manufacturing execution system (MES). Apart from high costs, the production line would fail to operate. Under the circumstance, lack of profits would have meant Company C’s losing the opportunity of transformation. In order to survive and maintain the operations, the management changed their thinking and used the internal MES team as a pioneer to implement a least-cost variant design of the system on the premise of minimizing the impact on the existing equipment and devices. The production line were expected to simultaneously support the production of IT monitors and small- and medium-size products. In 2011, the company achieved a shipped quantity of over twenty million small and medium panels in a single month, making itself the most productive supplier of the above-mentioned products in the world. This thesis has used the successful case of Company C to study its challenges in implementing the corporate strategy by u