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系統識別號 U0026-2608202000025300
論文名稱(中文) 初探制度安排下的突破式新產品開發:以I公司的mini LED為例
論文名稱(英文) An exploration of disruptive new product development under institutional arrangements: A case study of mini LED development at company I
校院名稱 成功大學
系所名稱(中) 高階管理碩士在職專班(EMBA)
系所名稱(英) Executive Master of Business Administration (EMBA)
學年度 108
學期 2
出版年 109
研究生(中文) 蔡馥聲
研究生(英文) Fu-Sheng Tsai
學號 R07064864
學位類別 碩士
語文別 中文
論文頁數 68頁
口試委員 指導教授-周信輝
召集委員-蔡馥陞
口試委員-方世杰
中文關鍵字 質性研究  制度  新產品開發  mini LED  OLED 
英文關鍵字 Qualitative Research  institution  new production develop  mini LED  OLED 
學科別分類
中文摘要 2019年是面板遇到產業最激烈的一年,市場受到大陸產能持續的開出,同質性的產品持續的面臨價格戰,台灣面板廠毛利率也一直下探甚至是負毛利率,而造成巨額的營業損失,需要透過新技術來產生具有高差異化的產品例如:mini LED的背光技術,讓面板規格在市場上更具有競爭力,但是原本的新產品開發流程的制度,所需要的開發時程過於冗長且會投入相當多的資源進行開發及驗證,當時新產品開發制度的背景是起於面板的開發期,所制定的流程,但隨著產品的成熟及面板技術及材料的成熟,且價格更為競爭的背景,需要提昇新產品開發的速度來呼應市場的要求,及縮短開發費用,畢竟企業的開發資源在面對此競爭的市場相對是有限的,故是否透過制度的適度安排或流程的整合,能否讓整個新產品的效率提昇。而在探索新產品相關的論文,較少討論到透過制度的重新安排或整合,來達到某項目的或要求,故本論文透過質性研究中的個案研究法,以I公司為例進行資料收集與分析,發現透過新產品制度上的安排,或是整合開發流程中的某些階段,例如驗證流程中的條件其材料都已經有整合性材料提供,但新產品驗證流程不一定能跟的上供應商材料進步,由於I公司的組織是依照新產品開發流程所產生,若要進行產品開發流程的改善,同步進行組織的調整,組織調整會引起組織內的穩定性問題,所以為了直接從原本組織進行改善,從原本的組織調出適合人員再依制度安排將新的組織產生,來因應新技術的執行,而在高階主管的主導下,主軸以效率及精實開發成本為主,將流程進行實驗條件及方法進行討論後設為執行產品開發的規範,且可以透過開發制度上的安排及整合,將多個階段整合成一個階段,就可以大幅的縮短開發時間,以及開發的費用,更能將高規格及合理成本的產品開發出來,同時建立起與市場呼應機制的新產品開發流程,來面對面板強大競爭者OLED,畢竟目前台灣針對OLED並沒有大幅的投資,所以在OLED的市場上,現況仍為韓廠為第一大,而台灣面板廠開發出來的mini LED技術需要新產品制度上的安排或整合,來縮短其開發時程及費用,增加產品競爭力。在理論及實務的貢獻上,就可以建立一個由外部市場競爭的力量,來迫使內部進行制度的安排,來提昇產品競爭力的要求,產生低開發費用及高效率的新產品開發流程,以利市場上的競爭。不同場域都有自己的制度邏輯在運作,但制度本身雖然較難改變,但透過內部或外部環境的壓力或是誘因,讓制度內的主導者能透過本身的實質權力或間接的影響力,進而進行制度的調整或再安排,都有機會將原本的人員或資源進行新的配置,而產生新的效率或是能動性,故企業若要強化其組織內的競爭力,需要將內部的制度跟外部市場上的環境,建立閉迴路系統,讓企業能跟的上環境變化的需求進而提供所需的服務。尤其在面板產業,高資本及高技術支出的產業,雖然進入門檻高,但面對中國大陸的崛起,而中國大陸政府的直接投資支持,面板在中國大陸視為重要產業,因為面板也提供了相當大的面板產業鏈,也進行了面板業的上下游整合,同時也擁有廣大的內需市場,也是全世界最大的面板市場,所以台灣面板廠跟大陸面板廠之間的競爭,不能只以同質性的產品進行競爭,更需要進行產品的差異化,才能在市場佔有一席之地,其中制度的靈活性的運用產生不同效率就極為重要,因為新產品的開發其中一項關鍵就是時間,即用最短的時間開發到市場上銷售,再從市場上反饋出產品是否需要再進行調整,所以從有產品想法到市場上進行銷售,都需要更有效率的制度來實現。
英文摘要 2019 is the most intense year for the panel industry, the market by the mainland production capacity continued to open, homogenous products continue to face price war, Taiwan panel factory gross margin has been down or even negative gross margin, and caused huge business losses, the need to produce highly differentiated products through new technologies such as: mini LED backlight technology, so that panel specifications in the market more competitive, but the original new product development process system, the development process required is too long and will invest considerable resources for development and verification, when the background of the new product development system is from the panel development period, the development process, but with the maturity of products and panel technology and materials mature, and the price of more competitive background, the need to improve the speed of new product development to echo the requirements of the market, and shorten the development costs, after all, the development resources of enterprises in the face of this competitive market is relatively limited. Therefore, whether through the system of moderate arrangements or process integration, whether the efficiency of the whole new product can be improved. In the exploration of new product-related papers, less discussed through the system of rearrangement or integration to achieve a project or requirements, so this paper through the qualitative study of case studies, I company as an example of data collection and analysis, found through the new product system arrangements, or the integration of some stages in the development process. For example, the conditions in the validation process are already materially supplied with integrated materials, but the new product validation process may not necessarily follow the progress of the upper supplier material, as Company I's organization is created in accordance with the new product development process, in order to improve the product development process, synchronous organizational adjustment, organizational adjustment will cause stability problems within the organization, so in order to improve directly from the original organization, from the original organization to transfer suitable personnel and then according to the system arrangements to produce new organizations, in response to the implementation of new technologies, Under the leadership of senior executives, the spindle to efficiency and solid development costs, the process of experimental conditions and methods after discussion set to implement product development norms, and through the development system arrangement and integration, the integration of multiple stages into a stage, you can significantly shorten the development time, as well as the cost of development, can be high specifications and reasonable cost of product development, while establishing a new product development process with the market response mechanism to face strong competitors OLED. After all, Taiwan does not have a large investment in OLED, so in the OLED market, the status quo is still the largest Korean factory, and Taiwan panel factory developed mini LED technology needs new product system arrangements or integration, to shorten its development time and costs, increase product competitiveness. In the theoretical and practical contribution, we can establish a force from the external market competition, to force the internal system arrangements, to enhance the requirements of product competitiveness, low development costs and high efficiency of the new product development process, in order to benefit the competition in the market. Different fields have their own system logic in operation, but although the system itself is more difficult to change, but through internal or external pressure or inducements, so that the system leader through their own substantive power or indirect influence, and then the system adjustment or rearrangement, have the opportunity to the original personnel or resources for new allocation, and produce new efficiency or initiative, therefore, in order to strengthen the competitiveness of their organizations, enterprises need to keep the internal system and the external market environment, establish a closed loop system, so that enterprises can follow the changing needs of the environment and then provide the required services Especially in such industries as panels, high capital and high-tech spending industries, although the entry threshold is high, but in the face of the rise of Chinese mainland, and Chinese mainland the government's direct investment support, panels in the Chinese mainland as an important industry, because the panel also provides a considerable panel industry chain, but also carried out the panel industry upstream and downstream integration, but also has a vast domestic demand market, it’s the world's largest panel market, therefore, the competition between Taiwan panel factory and mainland panel factory, not only to homogenous products to compete, but also need to carry out product differentiation, in order to occupy a place in the market, wherein the use of system flexibility to produce different efficiency is extremely important, because the development of new products one of the key is time, that is, with the shortest time to the market to sell, and then feedback from the market whether the product needs to be adjusted again, so from the idea of a product to the market for sale, all need more efficient systems to achieve.
論文目次 第一章 緒論 1
第一節 研究背景與動機 1
第二節 研究目的與問題 2
第三節 研究內容與流程 3
壹. 論文架構 3
第二章 文獻探討 5
第一節 新產品開發 5
壹. 新產品的定義 5
貳. 新產品的開發流程 6
第二節 制度 9
壹. 何謂制度 9
貳. 制度與正當性 10
參. 組織型態 10
第三節 制度安排 11
壹. 制度安排 11
第四節 小結 12
第三章 研究方法 14
第一節 質性研究法 14
第二節 個案研究法 15
第三節 個案背景與資料收集 16
壹. 個案背景 16
貳. 個案的資料收集 17
第四節 LCD新產品開發流程 18
壹. 技術開發到產品開發流程(Technology development Phase) 18
貳. 新產品設計及開發程序(New Product Design and Development Procedure: NPDP) 19
參. 權責(Responsibility) 19
肆. LCD新產品開發名詞定義 22
伍. LCD新產品開發各階段運作 24
陸. 各階段之主要任務所形成的制度如下表 25
第五節 組織架構 27
壹. I公司BU組織 27
貳. TV BU組織 28
參. TV PD總處組織 29
肆. TV PM組織 30
伍. I公司執行副總的管理組織 30
陸. Mini LED技術開發組織 32
柒. Mini LED製程組織 33
捌. I公司開發的即時通訊軟體 34
第六節 mini LED的源由 35
壹. TFT LCD架構 37
貳. Mini LED架構 37
參. Mini LED種類 39
肆. Mini LED依分區數及顏色進行分類 40
伍. Mini LED與OLED特性比較 41
陸. 新產品開發的標準流程 42
柒. Mini LED新技術開發流程之制度安排 43
捌. mini LED制度安排推動者及其活動 45
玖. mini LED POC樣品執行 48
壹拾. POC結果分析 49
第四章 研究發現 51
第一節 Mini LED產品開發之發展期 51
壹. 新制度Mini LED技術開發流程制度安排所需資源 53
第二節 LCD開發流程與制度安排下的開發流程比較 55
壹. 新制度Mini LED開發流程制度安排的討論 55
第三節 小結 59
第五章 結論與建議 61
第一節 研究討論 61
壹. 面對競爭的市場與制度安排下的新產品開發流程 61
貳. Mini LED新產品開發流程與CTO關係 61
第二節 理論意涵 62
第三節 實務貢獻 63
第四節 未來研究的方向 64
第五節 研究限制 65
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