臺灣切削工具機企業發展策略個案分析研究

A Case Study on the Analysis of Developmental Strategies for Cutting Machine Tool Enterprise in Taiwan

巫宗翰(WU Zong-Hen)

指導教授 ： 吳明雄

國立臺灣師範大學/科技學院/工業教育學系/碩士(2006年)

摘要

本研究旨在探討臺灣切削工具機企業個案發展策略，研究目的為分析個案公司的願景定位與經營發展策略，以及探討關鍵成功因素。採用質性研究方法，以深度訪談、文獻分析針對個案公司進行探究，本研究個案公司是一家具有四十年歷史以上精密磨床生產公司，應用「SWOT分析」及「五力分析」為分析架構，從生產、行銷、人力、研發、財務等層面歸納發展策略，研究結論如下：
一、願景與定位：(一)具產業變動敏感度願景，掌握工具機市場脈動。(二)前瞻性產業轉型與定位，積極開發高科技精密機械。
二、經營發展策略：(一)導入ISO與ERP管理制度，管理事務及技術文件書面化，管理流程引導符合人性需求。(二)歷史悠久品牌受肯定，啟發員工對工作態度與服務的正確價值觀，型塑工具機企業文化。(三)依顧客需求進行差異化服務，提供製作流程簡化、高精密及高穩定性之產品。(四)與顧客共創產業互利新價值。
三、關鍵成功因素：在五個層面中，以人力方面為主要影響因素，個案公司的員工具有下列特質：(一)具正向積極的態度與價值觀之人格特質，勇於在產品及專業技術上突破創新，努力擴展國內外市場，遵守配合公司企業文化及管理制度，且願意全力投入時間與心力。(二)透過實務教學與訓練，員工都能具備產業所需之關鍵能力，即機械、電機、控制、軟體等專業領域整合應用之能力。
本研究對產業及擬投入產業青年建議如下：
一、對產業建議：(一)發展策略必須考慮員工、顧客的需求，員工需求部分包括工作環境改善、薪資待遇調整、專業技術能力培訓；顧客需求部分包括提供良好的產品及服務，以增進顧客的滿意度。(二)產業結合進行關鍵零組件研發，降低生產成本。
二、對擬投入產業青年建議：(一)能不斷充實自我能力。(二)能接受挑戰。

關鍵字

工具機企業 ； 發展策略 ； 關鍵成功因素 ； 競爭力

並列摘要

The purpose of research was to analyze the development strategies of one cutting machine tool enterprise in Taiwan, in order to understand the vision, orientation, managing development strategies and key success factors of the enterprise. Documentation analysis and qualitative interview method were both adopted. In this research, the case which has manufactured high precision surface grinder was managed for more than 40 years. The research applies SWOT Analysis and Five Forces Analysis as the analyzing structure for the development strategies of the case company, including production, marketing, human resource, research & development and finance.
The conclusions and suggestions were as follows：
1.Vision and Orientation：1) The case company were sensitive to the industrial changes and the machine tool marketing. 2) It was also well-aware of the prospect of industrial transformation toward to high-tech precision machinery.
2.Manage development strategies：1) The case company introduces ISO and ERP manage system, administration affairs and technical documentation to meet the human demands .2) It inspires employees’ correct attitude and values towards work and service, shaping its own enterprise culture in machine tools. 3) It provides customers diverse services, simplified operating process, high precision and stability products. 4) It creates values of great mutual benefit with its customers.
3.Key success factors：Human resource was the main factor in five layers. The employees of the case company have the following characteristics：1) They have positive and aggressive attitude to make innovative products and technical development, working hard to expand international markets and were willing to obey the manage system and culture of the company. 2) Through the practical instruction and training, the employees have the necessary key abilities, that was, the applied competency of integrating the mechanical area, electronics area, control area, software area.
This research offers industry and the youth in the area the following suggestions：
1.For Industries：1) Development strategies must care about staff and customers’ needs. For the staff need, the strategies include improving working environment, salary adjustment, professional training. For customers’ need, the strategies include providing good products and service to obtain satisfaction. 2) Industries interlink to develop key component to reduce the production capital.
2.For the youth in this area：1) The youth should continue to enrich one’s abilities. 2) They should accept challenges.

並列關鍵字

Machine tool enterprise ； Development strategy ； Key success factor ； Competitiveness

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