Abstract
Since 2008 downturn till now, the semiconductor industry changes tremendously. Only the leading company can survive and continue investment, for instance, the foundry like tsmc, CPU company as INTEL, and memory fab like Sumsung. The challenge for equipment vendors is even tougher than you can think about. How are they going to survive under such environment? AMAT merged Varian, Lam Research bought Novellus, ASML acquired Cymer. K company beside focuses on his core technology but also enhance his operation efficiency specially applied balanced scorecard method in order to take corporate to A+ company. According Kaplan’s research for many years, the innovation company thinks the BSC is not just a strategic or operational measurement system but also a strategic management system. Top company beside uses it for long-term strategy plan but also does the measurement to support management process. Particularly, alignment between mission and strategy, communicate and link the strategic goal and KPI, plan and set the index to enhance the strategic action plans, enhance the feedback methodology as well as learning and growing mechanism. If there is no very thorough and executive way, it will create barriers between communication and consensus, organization and management system, message exchange and performance ranking. Base on this concern, this study is to use one business unit of K company as an example to do further BSC application and build up the BU operation model and then look for the way to improve the operation efficiency of BU and future growth. Finally, to see if this can help to set the right way for similar case to follow in future.