傳統水平式生產型態獎勵個人效率的方式，要因應市場高品質、少量多樣、短交期的要求，往往會造成製造成本的沉重負擔。為突破此困境，需改採多能工、互助工的團隊合作式群組作業、U型垂直式生產線布置、一個流的產品流動，再配合後拉式看板生產管理及自主研究會的改善體系，使生產工廠猶如一個組織嚴謹、井然有序的大蜂巢般，此稱之為「NPS 蜂巢式再造生產流程」。
想在競爭激烈的市場中取得優勢、在經濟不景氣中一支獨秀，公司就必須建立NPS 持續不斷改善的企業文化。實踐NPS 新生產技術之前，必須先從思想觀念上進行改造。意識改革要從最上層的經營者開始，公司裡的每位員工則要具備新生產技術的思想、觀念及技法，一切都得從最基本的建立共識開始做起。
本研究主要在於探討新生產技術應用於半導體封裝廠的成效，以台灣本土性的個案公司為例，透過該公司實務改善過程的經驗，期望能對產業界有意導入NPS 改善的公司，能提供更大的催化作用，並有助於後續研究之參考。
在講求效率的世界裡，持續創新、改造的小公司也能成就大事業。NPS 是提升台灣競爭力、讓“Made in Taiwan”成為高品質代名詞的絕佳利器。

Traditional with horizontal production model focus on personal prize because need to meet market request of high quality, small amount but multiform and short delivery but always cause burden of manufacture cost. In order to pierce through this kind of plight, need to take group operation of team work of both multi and mutual aid, production line arrangements by U model with vertical, product moving by one flow only, and match up production management of back- pull signboard with improvement system of Voluntary Study Meeting. To make production factory as a great hive of organization exact and businesslike, we call it is “re-produced flow of NPS hive model”.
If want to get vantage from market of competition violent, and unusual notable from economical slump, then the company must to create enterprise culture of continued improvement by NPS concept. Before implement new production skill, must to redevelop concept of thinking firstly. The sense reformation must to be start from top management, also every employee of inside company must to has the thinking, concept and skills of NPS. In first step, must to create basic consensus in NPS concept.
The report studies major focus on the effectiveness of New Production Skill application in IC assembly industry. With the one of local companies for sample, through their actual improvement experience, hoping can contribute to industry in NPS conduction, and provide more catalysis, also help to have reference for further study.
In the world of respect effectiveness, any small company also can to has great business while continued innovation. NPS is best methodology to enhance Taiwan competition, also approach “Made in Taiwan” to be equal to the typification of high quality.

一、中文部分

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Jeffrey K. Liker著，李芳齡譯，”豐田模式：精實標竿企業的14大管理原 則”，美商麥格羅.希爾國際股份有限公司，2004。

Philips E. Hicks著，謝志光、施武榮譯，“工業工程與管理”，美商麥格羅.希爾國際股份有限公司，2000。

吳思華，”策略九說－第四說：資源說”，世界經理文摘，第89期，1994。

吳思華 ，「台灣積體電路產業的形成與發展」，1998。

許文治，”NPS 新生產技術的魅力”，聯經出版社，2001。

許文治，”生產意識大改革”，聯經出版社，2001。

那福忠，「Moore 定律還能延續多久？」， 電子出版評論，2000。

產業經濟與資訊服務中心，「談台灣半導體產業的近況與發展」，工研院，2001。

潘永泰，「封裝業技術演進與產業概況」，永晶投顧季刊，1999。

二、英文部分

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George Rostky, “ The IC’s surprising birth, Electrical Engineering Times”, 1988.

Pall, R. & Victor, C, "Validity of the product life cycle " The Journal of Business, 42（4）, 1989.

R. K.Yin, “Case study research: Design and methods. Newbury Park: Sage Publications”, 1989.

Walter Mathews, “Global Challenge : Industry Must Overcome New Roadmpa Hurdless”, Semiconductor Magazine, Vol1, 2000.

Wartofsky, M. “ Models: Representation and the scientific uunderstanding.” Boston Studies in the Philosophy of Science, vol. XLVIII. Dordrecht, Neth. : D. Reidel, 1979.

WTEC Hyper-Librarian, “Plastic Packaging Technologies”, 1995.