Industries are facing more and more challenges with shorter product life span, shorter cycle time demand from customers, diverse product features, adopting advanced processes, global marketing, time demanding manufacturing and management, uncertainty of forecast, and pressure of price cut, etc. To manage all the aspects, industries are requires to re-engineer their companies to improve competitiveness. Therefore, in recent years. CIM, which emphasize on integrating in-house resources,is getting higher attentions from semiconductor companies.
The main motive to introduce CIM is to reduce manpower, improve product quality, shorten cycle time, lower inventory, increase efficiency, react to fast changing market and enhance production flexibility. Especially on semi-conductor assembly and test sub-contacting business, due to strong request from IDM customers to manage their supply chain, companies are introducing CIM systems to fulfill the customer requirement and enhance competitiveness, meanwhile elevate the entry barrier as well.
How to benefit from CIM are the new challenges to the companies who bring in such system. Thus, this research applies Leonard-Barton¡¦s perspective as the reference
Structure and adopts case study methodology to investigate how the three dimensions
(Technical, delivery system and organizational performance) could be related to the four
Chosen companies of IC Assembly and testing manufacture. The data was collected mainly
Through semi-structured interviews. By doing the above, this research would like to explore the relationship between CIM implementation and organizational adaptation.
The research results indicated that manufacture flow module in these four cases was conducted according to the built-in system flows modeling of the CIM package adopted, then through by the system and flow integration of CIM and ERP
to make the information flow and internal organization more close. The system integrity and the paradigm of built-in flow are the main benefits derived from CIM implementation from the technology perspective. Guided by the built-in flow, the company can adapt itself through learning and obtain potential synergy. However, by so doing, the company is exposed to the risk of system function inadequacy and the deleterious impact brought by BPR, which is conducted without active participation of the user organization. In summary, the potential hazard of technology dimension comes from system function inadequacy and system transplant without conducting proper BPR. This in turn will increase the risk of software project and incur potential costs such as compromise and system tuning.
Lastly, we found three key factors to the successful adaptation between CIM system and organization. 1. Integration between CIM and ERP. 2. Specification and compatibility of CIM and usage of build-in flow modeling tools. 3. Internal flow adaptation including internal change management, coordination among associated information departments, and KU educational trainings. The mentioned three points are keys to minimize the problems of organization adaptation and help to smoothen the manufacturing flow integration and improve the overall performance when CIM system implement in the industries.
| Identifer | oai:union.ndltd.org:NSYSU/oai:NSYSU:etd-0125103-114940 |
| Date | 25 January 2003 |
| Creators | Chen, Jimmy |
| Contributors | Tu Yi -Min, second wang, Hou Chun - Fu |
| Publisher | NSYSU |
| Source Sets | NSYSU Electronic Thesis and Dissertation Archive |
| Language | Cholon |
| Detected Language | English |
| Type | text |
| Format | application/pdf |
| Source | http://etd.lib.nsysu.edu.tw/ETD-db/ETD-search/view_etd?URN=etd-0125103-114940 |
| Rights | restricted, Copyright information available at source archive |
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