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華碩電腦-eWaste綠色環保管理
ASUS – eWaste Green Environmental Protection Management |
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| 黎振宜，畢業於政治大學國貿系。第一份工作在金融業服務，於2000年在千餘名行員的考核中脫穎而出，獲金控公司頒發﹝三冠王﹞的殊榮。之後，於美商公司擔任海外經管部經理，負責海外企業的經營規劃與分析，同時執行ERP導入暨重大廠區的購地建廠專案。現職於華碩電腦擔任Audit並同時負責eWaste管理及風險控管。2008年，獲華碩電腦頒發終身有效的﹝榮譽講師證書﹞。目前共擁有五張國際性證照：分別為﹝PMP專案管理師﹞﹝CIA內部稽核師﹞﹝LSS六標準差﹞﹝BCM主導稽核員﹞﹝溫室氣體盤查員﹞等。基於公益環保的理念，與科技業同仁共同創立公益服務性社團，迄今仍持續投入公益服務活動。 Mr. Li graduated from the department of International Business, NCCU. His first job was in the financial service, and he received the “Triple-Crown” award from financial holding companies in 2000 by beating more than a thousand competitors. He later worked as the overseas operational management department manager for an American company and was in charge of oversea enterprise management planning and analysis. He also implemented the land acquisition and construction of integrating ERP into key factories. Currently, Mr. Li works for ASUS as an auditor and is responsible for eWaste management and risk control at the same time. He received the life-time “Lecturer of Honor Certificates” from ASUS in 2008. At the present time, Mr. Li has 5 international licenses, including PMP, CIA Internal Auditor, LSS 6-Sigma, BCM Leader Assessor, and Green-House Gas Auditor. Firmly believe in the public welfare and environment protection, he establishes a public service group with colleagues and remains active. |
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華碩電腦股份有限公司 Audit
Auditor, ASUS |
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學歷 政大國貿系 學士
BA, Department of International Business, National ChengChi University |
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推動專案成功，最重要的關鍵，在於能否用合適的人，執行正確的事情。這句老生常談，實施起來卻是困難重重，除了各種主客觀因素之外，若沒有Sponsor全心全力的支持，那專案絕對只是一場雷聲大、雨點小的遊戲。
在此，我必須向本專案最重要的Sponsor-﹝華碩電腦﹞Green管理代表，獻上我個人最大的感激。若不是他持之以恆的支持，我們在推動全球eWaste綠色環保的管理，一定會功虧一匱。在專案的推動過程中，我學習到以下核心信念：
一、根本原則決不允許動搖：
只要是對的事情，就必須堅持到底，無所畏懼。
但是，推動的方法可以更有技巧、柔性委婉、循序漸進，逐步完善(不一定
要一步到位達成目標)。
二、執行過程：
1、要先易後難(設定落日條款)
讓可能被淘汰的廠商擁有緩衝期可以調整，以降低廠商的反彈情緒。
2、在不違反公司最大利益的前提下，可以做一些適度的妥協。
三、決策上：
要多方參考不同角度的觀點，權衡可能發生的利益衝突，傾聽不同利害關
係人的心聲與意見，這樣才能真正做出深思熟慮、周全嚴謹的決策。
四、成功的專案，有賴於執行人員具備健康而積極正面的心態：
穩扎穩打，持之以恆，向標竿目標努力前進。
為了專案的執行，我經常需要用假日甚至是重大節日出差；所以，要感謝我的家人長期以來對我的諒解與支持，讓我能夠全心全意的投入這個專案。
最後，要向長宏專案管理顧問公司的全體同仁獻上我最高的敬意與謝意，因為他們的協助，讓我能夠跨過專案管理的門檻，學會專案管理的專業知識及推動手法。
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一個偶然的機緣，一群來自華碩的年輕夥伴共同投入到eWaste電子廢棄物的流程管理專案中。
We, a group of youngsters from AsusTek, found ourselves haphazardly working on a project
that managed eWaste.
經過了幾個月的事先研究與規劃，團隊成員中的Tony與我拉起了行李，飛往香港，一步一腳印地檢查每一家處理的環保廠商；從香港到深圳，轉車到廣州，最後到清遠；各個據點都是人煙稀少的地方。
After a few months of research and planning, Tony and I packed our bags and headed
out to Hong Kong, where we carefully inspected all the recycling operations of the green
industries. We went from Hong Kong to Shenzhen, tranfered to Guangzhou, and finally arrived
in Qingyuan, each destination was sparsely populated. We left early every morning,
and returned weary-bodied to the hotel at night.
我們每天清晨就出門，直到深夜才拖著疲憊的身體回到飯店。這些處理過程對於環境所造成的汙染，讓我們感到極度震撼；若非親眼所見，怎能相信這個世界上存在著像貴嶼鎮這樣受到高度污染的小鎮，被「全球電子廢料處理中心」這沉重的負擔而壓得喘不過氣的小鎮。
We were most shocked by the staggering amount of environmental pollution caused by
the eWaste process, and it was unbelievable to witness the burden placed on a small town
like Guiyu, a place so polluted by the “Global Electronic Waste Process Center”.
帶著滿滿的收穫回到台灣，團隊的成員繼續努力，要建構一個跨單位職能的管理小組。經過數度向副總簡報之後，取得副總高度的支持，整合了蘇州區、上海商及台灣地區的相關單位，成立了兼具管理與監督，執行與稽核的委員會。
Armed with new knowledge, we returned to Taiwan, vowing to create an inter-
departmental management unit. After several reports to the company’s vice president
Chang, we received a high- degree of support and co-operation, and with a unified effort
of Suzhou, Shanghai, and Taiwan regions, we founded a committee to manage, supervise,
implement, and audit.
之後，團隊成員的Tom、Eric與我再度當起背包客，每天清晨就要拉行李出門，每晚都躺在不同旅館的床上。從香港開始，之後到深圳、東莞，直到廣州，再轉到無錫、蘇州、上海，連夜趕到鎮江、南京，再飛到天津、北京等地，這片廣大面積的土地，一場接著一場的會議與實地查核活動，我們在11天的時間內跑完。
Afterward, Tony, Eric and I packed our bags again, and this time we visited Hong
Kong, Shenzhen, Donggunan, Guangzhou, Suzhou, Shanghai, Zhenjiang, Nanjing, Tianjin, and
Beijing… etc. And as before, we left early and returned late to our hotel.
舟車勞頓，無法澆熄我們的熱情與夢想。靠著團隊成員的用心與執著，獲得海外區域的管理者的允諾配合；我們知道，距離專案成功的目標越來越近。
Even 11 days of energy-drained travel was unable to quench our passion and dreams.
With the cooperation of the group and the presidents (President Hsu and President Ding)
of Shuzhou and Shanghai regions, our success was within our grasp.
回到台灣，整理了相關的資料後，分別向董事長、副董事長作了數度的匯報。董事長簽署了由我們草擬的eWaste管理政策，副董事長批准了eWaste經營管理細則，團隊成員放膽繼續往前行，一步步制定更詳細的監管制度規章、流程圖及SOP。
After returning to Taiwan, we sorted the data, and created several reports for the
company’s president and vice-president. The president approved our eWaste management
policy, and the vice-president again approved of the managing operating procedures. The
group bravely moved forward, drawing, in detail, system monitoring regulations,
procedure steps, and SOP.
在專案推動的過程，來自於內部的反彈及外部廠商的阻饒總是讓專案進度遇到很大的障礙與瓶頸；幸運的是，林管理代表對於每一位成員堅定不移的支持，讓我們擁有更多的勇氣繼續堅持下去。
From internal opposition to external disruptions, this project encountered great
obstacles and difficulties. Fortunately, Su |
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