摘要 企業推動全面品質管理,建構了組織發展方向,整合了企業的資源,並運用了PDCA管理循環,以不斷優化的過程,強化了企業經營的體質,也提升了企業的競爭力。企業也藉由推動ISO-9000品質管理系統的運作,以持續改善的手法提升產品品質,並朝向減少製程變異,預防不良發生,達到減少浪費為目標。然而在全球供應鏈發展的趨勢下,依賴委外生產的IC設計產業已經有尋求大陸封測供應商的作法,IC設計公司內部既有的TQM和ISO-9000品質管理系統無法促進供應商品質活動直接參與。面對品質意識不足的大陸供應商,如何讓供應鏈上下游成員,塑造全員參與、持續改善和顧客導向的流程管理觀念,這是供應商品質管理非常重要的議題。 本研究彙總TQM及ISO-9000的管理要求,結合了先期產品品質規劃(APQP)的手法,以供應商涉入的觀念和同步工程精神,推導了供應商品質管理的流程模式,並藉由案例探討的方式,選擇以外包生產為主的IC設計公司為案例,藉由推動導入IC無鉛化製程案例,探討供應商品質規劃導入流程管理模式的導入過程,瞭解IC設計公司和供應商之間如何能夠有效溝通協調,並在縮短產品製程開發時間的目標下,仍能夠兼顧提供良好的產品品質。本研究並以訪談方式探討整個導入流程活動的關鍵因素,分析流程模式的優缺點,以進一步瞭解強化供應商品質管理對於供應鏈整體效益提升的影響。希望提供產業界一個經驗借鏡,讓產業界利用此個案經驗推動嚴謹有效率的供應商品質管理方法。
Abstract A competitive enterprise needs to carry out the total quality management to make the organization development policy and to integrate the resource. By applying the PDCA methodology and continuous improvement, it enhances the business operations and competitiveness. An enterprise can improve product quality with ISO-9001 Quality Management System and continuous improvement. To reduce the process variation, prevent the defects and decrease the consumption. In the global supply chain, the IC design industry which relies on outsourcing is looking for assembly and testing suppliers in China. The existing TQM and ISO-9000 in an IC design house can’t help the suppliers join in the quality management activity directly. Therefore, how the design hourse leads a whole supply chain to achieve quality management with total participation, continuous improvement and customer orientation has become the most important issue in supplier quality management (SQM). The research has gathered the management requirements both of the TQM and ISO-9000, to combine with the Advance Product Quality Planning (APQP) method. According to the supplier’s involvement in current engineering, we develop a model for SQM and the associated. In the case study, we select IC design house that carries out the non-lead process in IC manufacturing. The reseach then apply the process management model to develop the quality management planning for the supplier, and identifies the ways to make efficient communication and to shorten the product development and manufacturing time. The study provides the key issues of implementation the process and the analysis of advantage and disadvantage of the process model. We hope it could provide lessons and experience to the industry on improving the efficiency in the supplier chain.