中小型電子製造業服務化的轉型 關鍵成功因素之研究

The study of critical success factors at turnaround on the servitization in the electronic manfacturing industry on small & medium enterprise models

陳德木(Te-Mu Chen)

指導教授 ： 顧志遠

中原大學/商學院/企業管理研究所/碩士(2011年)

https://doi.org/10.6840/cycu201100136

摘要

中文摘要
本研究目的期望能從一個公司決定要做服務化轉型開始，首先思維為什麼要服務化及其必要性，而服務化的定義及內容為何；再來了解服務化的發展方向，及如何進行製造業服務化的轉型，且藉由國內外的成功案例，來更進一步的體驗服務化的實際作為，碰到的困難及瓶頸，且將如何去面對克服。
接著下來，再來探討服務化的移轉架構中的主要因素，並從學理中探討，且經由成功的個案中，學習在轉型過程裡所面對的課題，且堅定信心地去執行，實際去滿足顧客的需求，解決顧客的問題，展現了顧客的價值，享受著服務化高獲利的豐碩的果實；但重要的是，這些企業家是如何的洞悉先機，抓住轉型的時間，堅定信心，付出辛苦的努力，持續一段歲月，方能有成就；但製造業服務化是必然的趨勢，因為在全球化、資訊化、知識化的經濟時代，顧客的需求越來越多元化，要能明白且達到顧客的價值，方能掌握商機；故此時代，對中小製造業而言，是危機，也是轉機。
由於台灣電子製造業的技術，已趨成熟且根基穩定，具有全球化的競爭力；且加上本身多年的電子廠管理製造經驗，比較能熟悉電子業的運作及產品原理；一者更期望能增廣企業的視野，二者也期望能由學理文獻上的參考學習及整理彙整，能配合實務的經驗的融入，建構出中小型電子製造業在進行服務化時，轉型的關鍵成功因素，作為同業的一些參考，減少轉型中的困難，能增加成功的機率。
在文獻探討中，首先從製造業服務化的各學者理論開始，明白服務化的定義及內容，及探討製造業服務化的時代意義及發展方向；再者針對服務創新的學理，作全面的回顧，因為在整個服務化的轉型中，創新的思維，是一個重要的關鍵因素，如何能增加產品的附加價值，使顧客滿足，展現顧客的價值，都在於有創新的想法，才能增加對顧客的價值，拉大差異化，提高競爭力；三者對芬蘭“BestServ計劃”實務的過程作一研究，此份計劃經過陳信宏博士整理分析的完整報告中，有詳細且有程序的整體的移轉架構中，該注意的要素及思考方向，且有實務的考證，更能清楚且又能循序的給予指導及協助；四者藉由透過國內外服務化成功的個案說明能，讓業者能更具體且明朗的認識服務化的過程及可觀的利潤，建立起業者對服務化的經濟效益的信心與決心，方能進行轉型；所謂“以史為鑑可，知興替；以人為鏡，可明得失！”。
從文獻的探討及整理中，建構出中小型電子製造業服務化轉型的關鍵成功因素 8項：1.經營者的理念；2.組織結構；3.服務導向的企業文化；4.營運模式；5.核心能力；6.顧客關係；7.創新能力；8.知識管理；在轉型中，以經營者的理念為首，對服務化要有正確的認知及決心後，調整適當的組織結構；開始宣導，訓練及教育，建立起以顧客為導向的企業文化；再推廣於四項業務功能運轉中，如此的架構，出發以顧客導向為基準，又以顧客價值展現為目標；不斷地以顧客滿意度，顧客忠誠度，顧客貢獻率為實體的驗證，回授到企業文化的推動上，作檢討改進；適當的時機，須調整組織再出發。
第四章，再以先寧電子，振樺電子，至寶電腦公司此，三家是中小型電子製造業服務化成功的個案；從所撰文中的內容資料中，逐項地去實證其為轉型成功的因素。
個案實證中，很明顯的：經營者理念，服務導向與核心技術是極重要的成功因素；其次的關鍵因素，也都可應證得知，祇是知識管理較難以具體說明。

關鍵字

製造業服務化 ； 服務科學 ； 價值創新

並列摘要

Abstract
The present study attempts to figure out, for a company determining to perform the service reforming, the reason, necessity, definition and content of such transformation, next to realize its direction, through those local and foreign successful cases, thereby experiencing the practices, potential difficulties and relevant solutions. Following is exploring the key factors of the transforming frame by means of theoretical discussion among those successful models, further to strictly execute, physically meeting client’s demands, settling their problems, exhibiting their values, ultimately enjoying the high profits of done reforming. What is important is for those entrepreneurs to perceive in advance to catch the right timing of reform, putting hard efforts, lasting for a period of time, in order to obtain remarkable achievement. However, the service-transforming for manufacturing industries is a certain trend in the future; this is because the globalization, knowledge economy is becoming increasingly remarkable, customer’s demands are multiple, therefore, the current situation is a risky chance, in other words, a turning point.
Since the technology of Taiwanese electric manufacturing industry is reaching its mature stage with stable background and competitive capability worldwide, further, it is familiar with the operation and product theory with years of manufacturing experience. There are two advantages to mention: the first is enlarging prospects of enterprises, the second shall be the perfect integration between literature reference and practical experience, thereby reducing the hard work and promoting the possibility of success in the course of reforming.
In relation to literature discussion, firstly to figure out the theoretical definition, and its developing direction; next to review the innovative study completely, such as the added value, customer’s satisfaction, differentiation and higher competitiveness; moreover, to review the “BestServ” plan of Finland, which was analyzed by Dr. Chen, the clear instruction and guidelines are offered respectively. Besides, through those successful projects regarding transformation, the entrepreneurs can have better understanding about the progress, remarkable benefit, economic effect, confidence and relevant resolution,
Through literature discussion and integration, the study finally categorizes 8 kinds of crucial factors: 1. Entrepreneur’s idea; 2. Organizational structure; 3. Service-oriented culture; 4. Operational model; 5. Core ability; 6. Customer relationship; 7. Innovative capability; 8. Knowledge management. In the course of transformation, starting from the runner’s idea, setting up exact perception and resolution, next to properly adjust organizational structure, enhancing education and training, thereby establishing a business culture of service-oriented philosophy.
In chapter 4, the study uses Hsian Nin Electric, Chen Watt Electric, Chi Baw Computer Co as subjects for the research, all of the three are successful instances of such reforming; consequently we get to know the real factors of the success. Apparently, “entrepreneur’s idea”, “service-orientation”, “Core technology” are quite important factors leading to success, the second important factors can be proved even though a concrete description is hard to mention.

並列關鍵字

The Servitization of Manufacturing ； ServicesScience ； Value innovation

參考文獻

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