Reengineering of Customers' Issues Handling processes -A Case Study of an IC Foundry Company-
Date Issued
2007
Date
2007
Author(s)
Li, Ko-Pin
DOI
zh-TW
Abstract
In the capital and technology intensive foundry industry, quality and technology are the two most important indicators. In Taiwan, foundry industry made use of the technology from IDM (Integrated Device Manufacturer) in the early stage and then developed its own technology.
In recent years, the technology and quality of the leading foundry company in Taiwan have quickly caught up with these top IDM companies. However, since the final product applications did not adopt the IC technology as quickly as the forecast of Moor’s Law, the technology leading advantages of the leading foundry company were ambiguous. How to escape from the price war issued by the second tier foundry companies become an important topic for the foundry leading company.
This thesis illustrates how the foundry leading company not only makes efforts on new technology development and cost reduction but also further enhance customer service model. In the foundry service cycle, customers could raise issues in any interactive processes, like engineering design, order management, production, wafer test, shipping and goods return process. These issues could be customers’ own problems, an extra service request or questions toward the foundry company. If these issues from customers are not well handled, they will turn into customer complaints and customers could switch to other wafer foundry competitors.
In the manufacturing-service age, we must set up the goal to fulfill customer satisfaction and integrate the production and service processes. Leading technology, superior quality and comprehensive service are three key factors to keep the leading position in the fiercely competitive foundry industry.
This thesis takes Taiwan leading foundry company as an example, and the selected company has led the foundry industry for two decades. The company knows very well that technology advantage is not enough to keep herself on top. How to build up more efficient business process and make the business processes produce more valuable to customers are the keys to survive. The company has started to promote BPR (Business Process Reengineering) concept since 1992 and launched five core business processes reengineering programs in 2001. These BPR programs aimed at fundamentally changing these processes to better serve customer and enhance her competitive competence. Customer issues handling is one of the five core business processes. This thesis applies the BPR methodology developed by the company to building up a well-organized issue handling mechanism/process. This issue handling mechanism/process should be very valuable and could inspire all the companies which suffer from the same problems.
Subjects
顧客問題處理
企業流程再造
半導體
Customer Issue Handling
Business Process reengineering
BPR
Semiconductor
Type
other
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