Study of Design Management for Manufacturing Plant Projectsin China ---Case of Semiconductor Plants in Zhang-Jiang High-Tech Park, Shanghai / 大陸地區建廠專案設計管理之研究---以上海張江高科技園區半導體廠個案為例

碩士 / 國立高雄第一科技大學 / 營建工程所 / 92 / Along with the opening of the Chinese market, the manufacturing industries of Taiwan have begun to move westwards due to the rising costs of local labor and land. Statistics show that the output value of the information technology (IT) sector in China reached 35 billion US dollars by 2002, 65% of which came from Taiwanese investments. With many high-tech plant projects springing up in China, Taiwanese construction companies have also started entering the Chinese construction market. Aiming at promoting the high-tech sector, the Shanghai City government established the Zhang-Jiang high–tech park in 1992 to attract overseas investors and develop the semi-conductor industry. Since high-tech production businesses involve large amounts of investment, Taiwanese IT firms must acquire the relevant knowledge of how to manage the design of a plant construction project in the Chinese environment in order to achieve a successful undertaking. The objective of this study is to establish the key success factors on design management from the viewpoint of Taiwanese investors of semi-conductor plants, using case projects in the Zhang-Jiang high–tech park.
Besides an understanding of the technical characteristics of a production plant project, special requirements of the planning and design processes in China would have to be probed into. Study of documents and interviews with owners, designers, and consultants were made to collect information and opinions for analysis to draw conclusions. The results show that the key success factors are:
1. appoint designers with the best capability and experience;
2. fully understand the planning and design processes and applicable regulations;
3. make good coordination between local partners, designers, and contractors;
4. clearly define the organization and purposes of a plant construction project, as well as the rights and responsibilities of each project member;
5. avoid changing and inconsistent decisions;
6. use a professional construction team made up of Taiwanese and Chinese staff with complementary skills.

Identiferoai:union.ndltd.org:TW/092NKIT5512040
Date January 2004
CreatorsFu-jung Chen, 陳富榮
ContributorsLi -Chung Chao, 晁立中
Source SetsNational Digital Library of Theses and Dissertations in Taiwan
Languagezh-TW
Detected LanguageEnglish
Type學位論文 ; thesis
Format121

Page generated in 0.0241 seconds