This report is a ten credit degree project and is aimed at technically skilful personnel at Volvo Aero Corporation and at the University West. The goal of the project is to create a robot program that can manufacture a part by Metal Deposition from a 3-D CAD model (Unigraphics) via a CAM module and a CAR program (IGRIP) to an ABB robot. Metal Deposition is a method to build new parts, add material to an existing part and repair components that have been damaged in earlier processes. The method can be used with different kinds of welding with powder or welding wire as the additive material. Three reference geometries were used; two bosses and a circular sweep. UG/CAM is used to create the CLS (Cutter Location Source) data. Different milling operations are used to emulate welding.The program which imports the coordinates from the CLS data to IGRIP, as well as the export program, was written in GSL (Graphics Simulation Language). GSL is a Pascal-like programming language used to control the behaviour of simulation models. The import program reads linear movement coordinates line by line until the whole CLS file has been converted into IGRIP. UG/CAM should only use linear movement when using this program. If circular movements are used, a feature that converts those has to be added to the import program.

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15 years has passed since the term ¡§e-learning¡¨ was initially proposed by noted American e-learning specialist, Jay Cross in 1998. With rapid transition in science and technology, e-learning has vigorously developed both in Taiwan and abroad and continuously innovated in applied area. Public sector, private enterprises or academy have invested enormous resources in developing e-learning, aiming to strengthen the power of e-learning and its unique characteristic which enable learners to access to the learning materials they need without limits of time, place and district, meaning anytime and anywhere. Through e-learning, the enterprises can comprehensively divert the professional technique and knowledge inside employees¡¦ mind into enterprises¡¦ property, in order to achieve goal of sustainably preserving valuable knowledge and accordingly enhance enterprises¡¦ competitiveness. Even when over half of large enterprises have utilized e-learning system, many obstacles still exist in the process of introducing it. According to ¡§Up-dated Survey and Analysis on Key Industries that Introduce E-learning¡¨ made by Industrial Bureau of Ministry of Economic Affairs in 2006, the major learning obstacles and difficulties emerge from certain factors, including employees¡¦ low acceptance (27.9%), unable to evaluate training and learning results (26.2%), insufficient digitalization in the company (24.5%), lack of budgets (23%) and lack of long-term program on introducing the system (20.5%) and etc. All these factors indicate no guarantee of enterprises¡¦ success on this matter. This research utilizes case-study as research method, interviewing significantly large scale enterprise, the CPC Corporation Taiwan as to find out what practical measures it took and process it went through to introduce e-learning system and maintain development. The research results demonstrate that: 1.Positive outcomes result from enterprises which introduce e-learning to preserve professional technique and knowledge inside the company and provide multi-learning ways for employees. 2.At the beginning of introducing e-learning, the keys to develop e-learning are acquiring internal top-down supports, planning and implementing the project by specific unit, and welcoming various resources to form learning culture in the enterprises. 3.Only if the enterprises emphasize on internal personnel training, overcoming environmental factors that hinder e-learning development, regularly reviewing position and status of e-learning in enterprises, and programming future direction and strategies, can the enterprises continuously develop e-learning.

¡@With the increasing growth of Asia market, most of well-known multinational corpo -ration have respectively extended their business to and weight their investment in Taiwan area. Accordingly, Taiwan and Asia enterprises themselves need needs to innovate and change repeatedly so as to improve their competitive ability. Taiwan is in a transient stage from ¡§manufacture orientation¡¨ to ¡§marketing orientation¡¨, now will change to ¡§innovation orientation¡¨. Therefore, it is a significant subject for Taiwan enterprises, especially for which intend to have international business, to apply domestic and overseas management theories and experiences to the characteristics of the enterprises themselves so as to develop a new management mode. ¡@After reviewing and organizing related domestic and overseas studies and documents, we will do discussion with five aspects including strategy, organization, reward, technology and marketing. We will further discuss and analyze, by case study, the development of innovation and reformation in a company and show the results caused thereby. We generalize a study conclusion according to the collected data, documents and contents of a case interview. In this study conclusion, it can be understood that a parent company should give its subsidiary company appropriate autonomies and timely changes in management style while the subsidiary company keeps on growing, and that an enterprise should make clear its market position, core specialty and main target, improve internal efficiencies (e.g. enterprise resource planning, knowledge management, innovation management, supply chain manage -ment and so on) by introducing new technologies, encourage employees to learn and to innovate more as well as adopt diverse salary system for employee performance. Since enterprises nowadays need to face the rapid changes of science and technology, diversified markets and competitive environments,the case will keep moving forward to the business objectives which is predetermined by its organization. ¡@Based on the case findings, an enterprise intends to keep a longer business, overtake competitors and create competitive advantage for becoming a top one, it innovate and change repeatedly and keep moving forward to the business objectives which is predetermined by its organization. which all are good management modes for current enterprises to survive, grow and confront the market changes.

Recently for over 20 years, the scholar who studies multinational corporation study the focus to move from MNC headquarter to MNC subsidiaries gradually, make the research about subsidiary's management increase gradually. And the autonomy is a subject that is worth studying among them, for MNCs, the subsidiary¡¦s autonomy is more and more important. Supports MNC headquarter and carries out the global strategies are subsidiary¡¦s mission. But with the difference of the control system of MNC, with the difference of the fierce change degree of environment, will cause the difference of subsidiary¡¦s autonomy. Try to find out the factor influencing autonomy from Taiwan and mainland subsidiary in this research. This research studies with four factors to find out which variable affect the extent of subsidiary¡¦s autonomy: First, how the subsidiary manager¡¦s traits influence on MNC subsidiary¡¦s autonomy; Second, how the MNC headquarters¡¦ traits influence on MNC subsidiary¡¦s autonomy; Third, how the environmental traits influence on MNC subsidiary¡¦s autonomy; Fourth, how the MNC subsidiary¡¦s traits influence on MNC subsidiary¡¦s autonomy. This research takes the measure of case study by interview. The case company sets up subsidiaries in Taiwan and mainland, and for the high-order executive of the interview case company. Originally discover the headquarter exerts a tremendous influence, nearly determine the extent of subsidiary¡¦s autonomy. And subsidiary manager's great ambition is also an important influence factor. In addition, discover that subsidiary's autonomy is dynamic equilibrium, result of compromise, and subsidiary¡¦s autonomy changes like a cycle.

This study is to discuss how the Taiwan corporations (Uni-Prisident, Giant, Les Enphants, NB) build the successful brand equity in China Market. The theory base is according to the Brand Equity that proposed by David A. Aaker. There are five dimensions: brand loyalty, brand awareness, brand association, perceivable quality, and other brand assets. The conclusions of this study are presented as follows: 1. The Activity of Brand Equity As to the brand equity, this study considers that the brand awareness and association come from the channel development and the media application. The corporations do their best to create the consumption experience beyond the expectation and establish the trust relationship between each other. In this way, the brand loyalty and perceivable quality could be accumulated. 2. The Control Force of the Terminal Channel In the brand equity development procedure, the control force of the terminal channel plays a critical role. There are two reasons. One is there is still no a developed channel partner in China market. One is the partners or co-workers whose business ethics, management skills are more suspected in China. So, to control the development of terminal channel will execute the truly brand sprits and values certainly. 3. The Brand Equity Activity is duplicable or not The brand loyalty, awareness and perceivable quality are more duplicable than brand association and other brand assets. 4. The Process of the Brand Establishment In the process, this study concludes that the main brand activities in the business stages (preparation, establishment, expansion and experienced) of the four cases are consistent and there is a logical procedure in the execution of the brand equity dimensions.