An Extended Hoshin Kanri Planning System Development and Application with Case Studies on Semiconductor Manufacturing Company

• Main Authors: Yang, Tsung-Ming, 楊宗銘
• Other Authors: Su, Chao-Ton
• Format: Others
• Language: en_US
• Published: 2012
• Online Access: http://ndltd.ncl.edu.tw/handle/29182831989288242836

博士 === 國立交通大學 === 工業工程與管理學系 === 100 === Semiconductor manufacturing companies in Taiwan are characterized by multi-layer organizations with complex communication systems and complicated manufacturing technologies to achieve commitment from its board of directors. Senior management has always focused on operation efficiency in the past to fulfill their business needs. The planning method used is issue-based planning or formal strategic planning, leading to local optimization and duplicated redundancy. In order to compete with world-wide companies, the accounting regulation for employee benefit in Taiwan has been adjusted in 2008. High-tech companies in Taiwan need to review cost structure, especial is labor cost. The challenge now comes from an uncertain or fluctuating market demand. It is thus important to maintain flexibility in labor management. This study presents successful case studies by using an extended approach which was developed, based on Koshin Kanri (HK), to translate corporate strategies into executable action plans. A two-phase approach was applied to conduct successful organization changes and fulfill the objectives of the case company and obtain a smooth implementation. This approach was successfully implemented in the operation function and human resource management of the case company, revenue per headcount (RPH) was improved over 10% by a three-year period and reduced recruitment cost by US$ 360,000 in five years.