工程師情緒管理對電子代工專案的影響

Abstract

電子代工業對於公司來說就是專案的推動，每家代工業者每年都有數以千計的專案在公司內部運行，工程師是運行專案的主要工作職務，不同工程師最後呈現出來的結果常常是截然不同的。所以想了解工程師的情緒管理對於專案的影響，以及工程師對於專案管理的想法。本研究是以個案訪談的討論方式，透過某電子代工廠(P公司)幫其客戶(蘋果電腦公司)代工的專案，將工程師分為專案成功較多組及專案失敗較多組，每一組別各為3人且不同業務(電子硬體，專案管理，及業務管理) 把成功的因素，當作是問題(共18個問題)，做實際訪談且作一歸納，並使用哈佛大學教授William Zani(1970)提出的關鍵成功因素分析法，對每一個因素採用兩兩比較的方法，分數高的因素就成為此次訪談中關鍵成功因素。若是等於的話,則是不列入成功因素的必然條件。從訪談結果發現，在18個問題中，情緒問題組的9個問題裏，有7個問題是影響專案成功的因素(77%)。但在專案問題組的9個問題裏，減少到只有5個問題是影響專案成功(55%)。所以從結果中得知，專案工程師若做好情緒管理，的確是對於專案成功有一正面的影響。但是若只跟專案運行相關的因素，對於工程師就不是那麼重要。本研究的人員範圍不是很大，但若把人員範圍擴大到有在做專案的每一位工程師，甚至到主管範圍，人事部門可作一個為何蘋果專案人員離職率偏高的研究主題，會是一個值得探討的議題，也可藉由訪談結果，對於員工自我情緒管控的狀況作一掌握，以利於企業留才並永續經營，特別是台商在蘋果的供應鏈上扮演了一個不可或缺的角色。The electronic foundry industry is the promotion of projects for the company. Every foundry industry has thousands of projects running within the company every year. Engineers are the main job duties for running projects. The final results of different engineers are often completely different. of. So I want to understand the impact of the engineer's emotional management on the project, and the engineer's thoughts on project management.

This research is based on the discussion of case interviews. Through the OEM project of an electronic foundry (P Company) for its customer (Apple Computer ), the engineers are divided into a group with more successful projects and a group with more project failures. There are 3 people in each group and different businesses (electronic hardware, project management, and business management). Treat the success factors as questions (a total of 18 questions), conduct actual interviews and make a summary, and use Harvard University professors The critical success factor analysis method proposed by William Zani (1970) adopts a pairwise comparison method for each factor, and the factor with a high score becomes the critical success factor in this interview. If it is equal, it is an inevitable condition not to be included in the success factor. From the interview results, it was found that among the 18 questions, 7 of the 9 questions in the emotional problem group were factors that affected the success of the project (77%). But among the 9 problems in the project problem group, it was reduced to only 5 problems that affected the success of the project (55%). Therefore, we know from the results that if project engineers manage their emotions well, it will indeed have a positive impact on the success of the project. However, if it is only related to the operation of the project, it is not so important to the engineer. The scope of personnel in this study is not very large, but if the scope of personnel is expanded to include every engineer working on a project, even to the scope of supervisors, the personnel department can be used as a research topic on why the turnover rate of Apple project personnel is high, it will be A topic worthy of discussion, the results of the interviews can also be used to grasp the status of employees' self-emotional control, so as to facilitate the retention of talents and sustainable operation of the company, especially because Taiwanese businessmen play an indispensable role in Apple's supply chain.