台灣過去在資訊電子產業的蓬勃發展，ISO-9000 之規範扮演重要角色， 但真正落實ISO-9000 之企業卻不多；透過產品生命週期管理(PLM)平台之建構，可協助企業落實ISO-9000 與建立產品研發管理平台。一般而言，PLM 系統包含專案管理、產品資料管理、協同設計管理、甚至知識管理等功能；本研究除建構上述功能外，更把六標準差管理系統的功能結合進來， 以活化整個PLM 系統。 本研究採探索性之個案研究方法，透過資訊科技應用之導入、PLM概論與PLM 管理需求之文獻探討及對個案現狀之分析，逐步擬出PLM之建構策略，進而規劃與建構完成PLM 系統，並實際導入與運作；從系統實際使用的過程， 不斷地探索、發現系統的缺失與使用者的新需求，然後透過改善、使系統更臻完美。本研究所得到的結論如下: 一、最適化的產品生命週期管理系統之建構原則方面 由建構透明化的平台、人員/流程/資料整合應用系統和自動勾稽的系統功能等著手，以落實ISO-9000 管理系統的要求。另外，需由平台功能與特性之需求、整合現有系統之能力及企業文化產生之衝擊等方面的考量著手， 以慎選系統發展平台； 尤其， 很多常見研發問題長久以來一直無法解決， 其實是隱藏在這些問題背後的企業文化所產生之影響， 短期間內若不能改變企業文化， 則企業文化對此系統建構所造成之衝擊應納入考量重點。 二、在Lotus Notes 上建構產品生命週期管理系統的做法方面 以Notes 為主要系統平台， 依整合人員、流程與資料之整合應用架構來建構PLM 系統， 並配合介面程式來整合ERP 與CC/CQ 系統。在Notes 各資料庫之文件上執行人員、流程與資料的整合運作， 再以產品計畫別把需求之文件整合在同一個資料庫上； 然後， 並進行文件之勾稽、更新與跟催工作， 以完成儀表板之管理功能。 三、知識管理與產品生命週期管理系統結合的做法方面 知識的整合與應用需要專門化的處理， 新產品研發過程其實就是知識密集的活動，配合研發流程在PLM 系統的推進過程中，就實際需求來建構知識管理的內容與能量是最好的做法。具體的做法可由產品與技術內容的分享，Know-How 的建立及知識庫系統的整合管理等方面著手。 四、六標準差管理與產品生命週期管理系統結合的做法方面 PLM 是應用一系列技術對策來支援產品資訊的協同管理、散播與使用之策略方法，屬於”What”的角色功能；而六標準差管理是應用一系列手法來解決問題之策略方法， 屬於”How”的角色功能。結合過程採漸進方式；初期，把六標準差製造管理手法（DMAIC）轉化為R 表，然後把R 表的流程放在PLM 系統以專案方式來執行， 待管理變異的能量建立後， 再把六標準差設計管理手法(DMADV)植入現行PLM系統的研發流程中。 / In the past, Taiwan's information&electronics industry to flourish,ISO-9000 plays an important role, but few companies are with the true implementation of the ISO-9000; through the construction of Product Lifecycle Management (PLM) platform, can help enterprises to implement ISO-9000 and build R&D management platform. In general, PLM system, for function, include project management, product data management, collaborative design management, and knowledge management;this study, in addition to constructing the above-mentioned functions,but also combine Six Sigma management system to activate the entire PLM system. In this research, using the exploratory case study method, through the literature review for introduction of IT application, PLM concept and PLM management demand, step by step to plan out the PLM strategy for construction and complete the PLM system in design, and then into the field test; from the actual condition of system in operation,with constant exploration and discovery to find the lack of system and the users’demand, we improve it to be more perfect. The research can be concluded as follows: First, Principles to build the PLM system The ISO-9000 management system can be implemented by building a transparent platform, integration system in members, processes and information, and automatic auditing function. In addition, the development platform should be selected deliberately by considerations from the need of platform features and characteristics, the ability to integrate existing systems, and the impact of corporate culture; in particular, many common R&D issues long nsolved in management, in fact, is resulted from the corporate culture hidden on these issues, whose impact should be treated as one of main focus if they can’t be changed in a short period of time. Second, Methods to building the PLM system on Lotus Notes With Lotus Notes as main system platform, PLM can be constructed by the integrated framework of members, processes, and information in application, with interface prog- rams combining in ERP and CC/CQ system. Run the itegrated operation of members, processes, and information on each document of DBs in Notes, integrate all the documents needed for one targeted product program to one DB, and go for the self-auditing, update and alerting of documents, then completing management functions of dashboard. Third, practices to combine PLM system with knowledge management The integration and application of knowledge needs for specialized treatment; the research and development of new products is actually done in knowledge-intensive activities. With the progress of R&D procedure in PLM system, to build on the actual content of KM based on real demand is the best solution. The practice can start from the sharing of content in products and technologies, the build of Know-How, and the integrated management of knowledge base. Four, practices to combine PLM with Six Sigma management. PLM is methods of strategy using a series of technical measures to support the collaborative management, dissemination and use of product information, belonging to the role of "What" in function ; and Six Sigma management is methods of strategy using a series of tactics to solve the problem, belonging to the role of "How" in function. By a gradual approach, transform the techniques in manufacturing management of the Six Sigma (DMAIC) into R table at early stage, put the flow of R table to the PLM system to excute it by project type, and then implement the tactics of Design for Six Sigma (DMADV) into the existing flow of PLM system while the energy of managing variations to be set up.

IC產業在過去20年間隨著市場環境的變遷，形成ㄧ個專業分工的產業供應鏈，大部分的公司不再是垂直整合各個環節進行設計與製造，而是充分利用外包與代工進行產品的開發。台灣的IC設計產業因而在這樣的環境下，逐漸茁壯成為大型的公司，並發展出自己獨特的運作模式，提供客戶高品質、快速以及彈性的服務。而隨著公司的成長，過去習以為常的管理方式逐漸不再適合，尤其在因應彈性作業而開發出的資訊系統更讓資訊分散於各處，開發過程中必須投注大量的人力以應付層出不窮的工程變更，以及因資訊內容不一致所造成的錯誤，進而影響公司過去賴以成長的低成本、高品質、快速與彈性基礎。因此，如何整合現有產品開發環境讓整個IC設計過程更為順暢，是台灣IC設計產業目前的一大重點投資。 本研究針對這樣的發展趨勢，從整個IC產品生命週期的角度思考，提出使用生命週期管理方法建構設計服務平台的探討，藉由設計製造上下游流程之串連，建立純淨的資訊流與透明的工作流，並從人員的角度探討如何進行組織變革，提供業界一個使用生命週期管理方法整合產品開發流程的IC設計服務平台作為參考。 本研究提出的設計服務平台，主要重點在於透過角色定義的方式，透過PLM（Product Lifecycle Management）系統的控制、連結與協同作業功能，讓開發團隊的各個成員可以在平台上充分的使用系統中正確無誤的資訊；並透過組態的功能，將IC產品內容加以結構化，以建立各項功能的關聯性，讓提供IP的創意者的貢獻與績效可以快速的衡量，簡化IP價值的計算方式，提高成員提供創意分享與共用的意願。PLM達到企業希望借助IP的綜效取得市場領先地位的目的，打破過去台灣IC設計公司因部門獨立管理IP、機密之考量，使資訊過於封閉導致無法直接與其他單位分享。 同時，本研究也對實施IC設計服務平台時，提出使用PLM系統而必須考慮的資訊系統導入、人員行為模式以及企業經營及作業面的管理之實施方法，以提高設計服務平台建置的成功率。

本研究以探討協同及PLM為出發點，一方面對PLM目前的發展狀況進行討論，另一方面也對PLM核心協同的概念進行了討論。在了解PLM發展的現況及產品生命週期各環節間協同互動對於PLM的重要性後，本研究以Web 2.0的概念進一步探討其在PLM上的應用。 本研究以V-Model做為情境的探討，並用以分析PLM可加強之處。PLM在支援V-Model測試相關活動情境下，本研究歸納出三項可加強之處。第一，測試相關資料沒有一個共同存取的環境；第二，資訊傳達沒有效率且資訊本身無組織性，，並且使用者在訊息接收及瀏覽上也缺乏較為主動的能力；第三，各部門人員沒有可以共同發表意見的平台。 / This research starts with discussing collaboration and PLM. On one hand it discusses the current development of PLM, and on the other hand it discusses collaboration with is the key concept of PLM. After understanding with the current development of PLM and the importance of collaboration with each product life cycle site in PLM, this research uses the Web 2.0 concept to further discuss its application on PLM. This research uses V-Model to discuss the scenario and analyzes which point PLM can be improved. In the testing relative activities scenario of V-Model with PLM supporting, this research concludes three points which PLM can be improved. First, there is no unified accessing environment for testing relative data. Second, it is ineffective in transforming information and information is not innately organized, and the users have no active abilities to accept message and on browsing. Third, there is no unified platform for each department employees to offer opinions.

隨著產業與經濟的全球化的浪潮下，「研發」與「創新」成為我國科技產業對抗全球的競爭壓力與推動組織營運的重要後盾，在新產品不斷推陳出新的帶動下，愈來愈短的產品生命週期，以及愈來愈多變的顧客需求，「速度」成為企業取得競爭優勢的關鍵因素，因此，我國企業紛紛透過導入產品生命週期管理（PLM）系統以縮短產品開發時程，使企業掌握新產品上市的先機。此外，透過PLM系統快速連結與蒐集研發知識，有助於企業實踐知識管理，加速組織與科技的融合與智慧財產的傳承，二十一世紀是知識經濟時代，企業能活用個人與組織內、外部的知識，則可創造價值並提昇企業競爭力。PLM系統使組織內研發之知識可有效的管理，並運用逐漸累積的資源形成的珍貴之研發知識，有效整合與串連成組織重要的知識資產；然而，知識管理之推展除資訊系統外，亦需要組織活動的配合。 本研究同時從組織與資訊科技（PLM）兩構面來探討研發單位的知識管理活動，旨在剖析台灣科技公司採用PLM系統下的知識管理活動，並瞭解影響研發知識管理的關鍵因素。本研究採個案研究法，首先經由文獻回顧導出實證研究的觀念性架構，再以此理論觀念模式為主軸進行個案訪談，實地深入訪談四家科技公司，瞭解其研發知識管理活動及運作模式。 本研究所得到的初步研究發現包括：（1）在研發知識管理推行實務上，企業需同時重視組織與資訊科技兩構面的作為，並將兩者平衡使知識管理達到真正的效益；（2）企業的知識分享文化與高階領導者態度等內部因素，對於研發人員的知識管理活動具關鍵影響力；（3）績效評估制度知識管理目標的配合，有助於知識管理效益的提昇；（4）企業研發創新的程度影響其知識創造的來源；（5）企業透過供應鏈的多元合作關係，形成知識創造的網路關係；因此，品牌廠商與代工廠商兩者的知識管理活動具有相依性；（6）企業透過PLM系統的採用將知識管理結合於作業流程之中，並使研發過程中個人之知識轉化為組織之知識；（7）企業的知識管理策略影響其知識擴散之作為。本研究最後並對企業經理人與後續研究者分別提出實務上與研究上之建議。 / Taiwanese high-tech industry has been emphasized the value of R&D innovation since 2000 in order to survive under the strong competition in globalization environment. The capability of innovation and efficiency of product development have been on the highly priority of companies. Hence, Taiwanese companies implement the product lifecycle management (PLM) system to improve product development schedule. Knowledge is an important intangible asset for companies in the 21th century. Because of PLM system, companies could manage R&D knowledge through collecting and linking R&D project or event. However, the promotion of knowledge management could not exist without the information systems and organization activities. This article considers the knowledge management activities from organizational and technical aspects. The purpose of the research is to examine the knowledge management of R&D division under the implementation of PLM system, and find out the key factors which influent R&D knowledge management. The research adopts four Taiwanese high-tech companies as Case Studies and has interviews with managers to understand knowledge management in R&D division under the implementation of PLM system. By knowing inside information of knowledge management in the R&D division of companies would make my research more practical and well-organized to give examples and facts to the future implementation of PLM system for Taiwan industries.

回顧台灣的經濟發展軌跡，過去五十年努力以赴快速提升國民所得，逐步邁入已開發國家之林，如今台灣廉價勞力優勢逐漸被東南亞和中國等國家取代，台灣產業也開始朝向高科技、高附加價值產業發展，電子資訊產業為了持續保有全球市場競爭力，開始致力提升企業的產品開發能力，持續進行創新性產品開發，創造企業價值，這是台灣電子資訊產業建立全球競爭力的重要因素之一。 在經濟發展過程中，台灣電子產業致力於產品升級和企業轉型，擺脫複製組裝或OEM(委託生產製造)，邁向ODM(委託設計製造)和OBM(自有品牌) ，促使產品研發能力提昇並持續擁有國際競爭優勢，於全球性激烈競爭市場環境中生存，並在全球產業分工模式中佔有一席地位。如何在最短期間推出品質、功能、價格皆能滿足市場需求，以維持其競爭優勢，成為台灣產業界共同關心的課題。 在全球化產業競爭日愈激烈的今日，台灣製造業除了有效運用大陸低廉生產勞動成本的競爭優勢，本身也應該從原有代工製造的型態，發展成具有代工設計能力，並且結合垂直產業價值鏈上的所有廠商，進行產品的協同設計開發，使產業核心能力互相連結，發揮創新的能力。『協同式產品商務模式』若能建立在兩岸三地的經貿合作網路中，則台商可以將企業的各項營運資訊做有效的整合，達成及時溝通互動及智慧分享的目的，將產品的開發時程大幅縮短，同時也可節省不少溝通成本，進而為企業建立競爭優勢。 本研究從產品生命週期管理系統(PLM：Product Lifecycle Management)的用途與發展歷程觀察；台灣電子產業內外部研發職能現況，及企業內部研發活動與外部夥伴組織協同設計面臨的管理瓶頸，還有從企業導入生命週期管理(PLM)系統的目的及期望觀察；關鍵成功因素(CSF) 研究方法運用在PLM專案實施過程中，藉由審視實際個案導入的手法分析企業導入生命週期管理(PLM)系統後；企業內部各功能性組織及外部夥伴組織(客戶及供應商)協同設計活動，透過協同資訊服務網，將企業的各項營運資訊做有效的整合，及時溝通互動及智慧分享，逐項分析企業於策略面、作業面、管理面、組織面、資訊科技面的流程管理改善效益，期待在全球電子科技業分工議題上，藉由資訊科技的整合及溝通，兩岸産業分工由産品生産階段的分工走向研發與創新、營運、製造、行銷等功能性的分工走向，為台灣電子科技業盡一份心力。 / Taiwan’s economic development track shows that the country in the past 50 years bolstered its national income, and gradually becoming one of the developed countries in the world. And now, Taiwan’s once competitive labor is replaced by cheap labor in Southeast Asia and China. This prompted Taiwanese companies to switch to high tech and high value added industries. In their attempt to maintain its competitive edge in world market, Taiwan electronics and IT companies escalated their research and development ability on enterprise products. Creating values through consistent innovative product design is one key factor by which Taiwan electronic and IT industry players compete in the world market. In its economic development, Taiwan electronics enterprises thrived in product upgrading and business transformation. They moved away from assembly production or OEM (Original Equipment Manufacturing) businesses, and move toward ODM (Original Design Manufacturing) and OBM (Own Brand Manufacturing). Improved research and product design capability became their competitive edge in the global market, allowing them not only to survive amongst the cutthroat competition, but also to play a key role in global collaborative markets. It is the common focus of Taiwanese IT companies to keep ahead of global competition by delivering cost effective, quality, feature rich products in the shortest lead time. In face of the increasing competitive the global market today, Taiwanese electronics manufacturing companies bolster their strength by migrating from OEM to ODM businesses, and vertically integrating satellite companies in China, fully leveraging China's cheap labor and low cost resources. This collaborative production and business model, combining the core competence of all industries from both camps, brings out a new creative and powerful force. If this collaborative production and business model can be built on the economic and trade networks across the strait, then, Taiwanese enterprises can effectively integrate all its operational information in the same platform, linking up intelligence databases and interactive, real time communication. As a result, Taiwanese industries can shorten a great deal of product development lead time and reduce communication costs. This brings Taiwan further ahead in global competition. This research aims to layout the groundwork for Taiwanese enterprises to expand from collaborative production to functional collaborations, including R&D, operating, manufacturing, sales and marketing, by analyzing the current workflow management through case study of PLM implementation. This research results shall be supported by the following coverage: 1)Observation on system implementation and progress of PLM. 2)Purpose and expectation of Taiwanese enterprises in implementing PLM (product life cycle management). 3)Current functions of Taiwan electronic companies’ in house R&D units and external cooperative partners. 4)Bottlenecks in managing in house R&D, their activities and their cooperation with external engineering teams. 5)The role of Critical Success Factor (CSF) in the implementation of PLM. 5) Activities of internal design functional units collaborating with alliances, both vendors and customers, utilizing collaborative information service platform to effectively integrate a wide range of cross the strait operations, and linkage of interactive communication channels and sharing of real time knowledgebase database. 6) Analyze the enterprise’s tactics, the operations, the managements, the organization and Information technology aspect to improve their RD workflow management superiority item by item.