Taigene Continuous Improvement(TCI)

Award Gold Tower 1‑Star Award

Theme Increase the Utilization Rate of Testing Equipment

Advisor Jeff Peng

Leader Eric Chen

Members Emma Yu、Jay Chen、Tina Chiang、Jimmy Chen

Our GO GO TIGER Circle participated in the 2025 TCIA competition with the project “Enhancing the Utilization Rate of Constant Temperature and Humidity Equipment”, and proudly received the Gold Tower Award—a meaningful recognition for the team.Although the equipment operated stably, we identified issues such as dispersed usage information, uneven space allocation, and non‑transparent scheduling, all of which prevented the equipment from reaching optimal utilization. To address these challenges, the team implemented three key countermeasures:S1: Equipment Reservation System–Improved transparency and scheduling efficiency, reducing idle time and usage conflicts.S2: Optimized Rack and Carrier Layout – Enhanced space utilization, enabling more tests to be conducted simultaneously.S3: Shared‑Use Matching Mechanism – Integrated test requests with similar conditions to promote inter‑department resource sharing.These measures significantly improved the utilization rate of the constant temperature and humidity equipment while strengthening awareness of resource integration and process improvement across the team.The award validates GO GO TIGER’s commitment to continuous improvement. Moving forward, we will continue to apply these practices to ensure that equipment efficiency becomes a natural part of daily operations.

Award Gold Tower 1‑Star Award

Theme Improvement of Resistance Defects in Finished Motors

Advisor 劉佳欣

Leader 呂王欽

Members 彭國泰、賴信勳、呂宛真、巫永紳、劉治瑋、袁玉虎、張原中、錢國炎、邱穎華、劉進強

This year, our team proudly earned the Gold Tower Award in the Self‑Improvement Division at the TCIA Continuous Improvement Competition. Achieving the Gold Tower—after initially aiming only for Bronze—was a remarkable surprise and a meaningful recognition of our team’s year‑long dedication on the production floor.Our project centered on reducing product defect rates. During the improvement process, we encountered significant challenges, particularly in identifying the true root causes. We are deeply grateful for the professional guidance of the Pinnacle Innovation Management consulting team and for the rigorous support of our advisor, Manager Liu Chia‑Hsin, throughout the year. Under Manager Liu’s leadership, we applied logical analysis and data‑driven methods to transform complex production variables into actionable improvements, ultimately achieving a substantial yield increase and generating measurable cost benefits for the company.This Gold Tower Award represents more than recognition—it marks a transformation in mindset. We learned that with the right approach, even the most difficult process challenges can be overcome. Moving forward, we will continue to internalize what we have learned, strengthen the culture of continuous improvement, and strive for even higher standards of quality.

Award Silver Tower 1‑Star Award

Theme Reduce the Average Monthly Processing Cost of Defective Materials by 30%

Advisor Scott Wu

Leader Eric Chen

Members Viola Peng、Jay Ye、Chiang Chun-Sheng、 Chiu Hao-Ning、Lee Sheng-Yi、 Lin Guo-Hao、Lin Szu-Hsuan、Yu Ku-Chin、Elly Lai

It was an honor to represent the company in 2025 at the TCIA Taiwan Continuous Improvement Activity with our team, Justice Onion Circle.Earning the Silver Tower Award in the Self‑Improvement Division (Project Improvement Category) was a challenging yet deeply rewarding journey, and it stands as proof of our team's commitment and determination.Our project originated from real frontline issues. Despite complex processes, time pressure, and limited resources, we chose to confront the challenges head‑on. Through data analysis, multiple discussions, and continuous trials, we identified the true root cause behind the excessive inspection hours for defective materials. Every adjustment, validation, and follow‑up reflected the team's dedication to turning “achievable” into “excellent.”This recognition reaffirms our belief that continuous improvement is not a slogan but an ongoing action. We are grateful for the company's improvement‑driven culture and for every teammate who worked tirelessly along the way. Moving forward, we will continue to deepen and expand the spirit of improvement, turning every step of progress into sustained growth for the organization.

Award Gold Tower 1‑Star Award

Theme Reduce Fixture Manufacturing Costs and Free Up Storage Space

Advisor Jeff Peng

Leader 林政宏

Members 陳俊銘、王詩婷、陳俊瑋、張宛如

This project focused on implementing a shared test‑fixture strategy. By optimizing fixture designs—such as increasing plate thickness, improving precision, and expanding dimensions—we successfully reduced fixture production costs, saving approximately NT$1.68 million annually. This achievement met both KPI 1 and KPI 2, with completion rates of 178% and 119% respectively.Based on a three‑stage review across 2023 and 2024, fixture production cost dropped from 1 unit per fixture to 0.24 units, achieving a 76% improvement. Beyond cost benefits, the project also enhanced operational efficiency and employee satisfaction: fixture search time decreased by 34%, storage space was reduced by over 1.12 million cm³, and self‑fulfillment and perceived work value improved from 2.33 to 5.0.To address usage limitations and management issues identified after implementation, further enhancements will include adding more base plates, establishing a cloud database, and introducing a digital management system to ensure long‑term stability and sustained effectiveness.

Award Silver Tower 1‑Star Award

Theme Improve the Production Yield of the ASTC Series Assembly Line

Advisor 劉佳欣

Leader 徐靖慷

Members 林昱珺、龔子龍、張善煙、戴賢超、巫永紳、張志宇、吳詩凱

This ASTC production‑line improvement project aimed to reduce the defect rate from 4.38% to below 1.5%, in line with company objectives. Using the 5W1H framework and multiple quality tools—including system diagrams, Pareto analysis, ARCI, checklists, and PDCA—we conducted thorough root‑cause analysis and planned targeted countermeasures.Through on‑site data collection and equipment poka‑yoke improvements, the defect rate was successfully reduced to 1.13%, achieving a 3.4% improvement. Tangible results included optimizing the magnetic seat forming method, improving clutch torque yield, and reducing material‑mix‑up errors. These improvements generated a total cost reduction of NT$3,001,362.Intangible results were reflected in strengthened teamwork and communication skills across the group.Although some new team members were initially unfamiliar with improvement methodologies, and outsourced parts introduced dimensional‑control challenges, ongoing updates to work instructions and knowledge transfer established a sustainable improvement mechanism. This ensures stable product quality and reinforces the team’s execution capability over the long term.