| 姓名 |
張登貴(Deng-Kuei Chang)
查詢紙本館藏 |
畢業系所 |
高階主管企管碩士班 |
| 論文名稱 |
電子產品產線人員疲勞度改善之研究
|
| 相關論文 | |
| 檔案 |
 [Endnote RIS 格式]
[Bibtex 格式]
 [相關文章]  [文章引用]  [完整記錄]  [館藏目錄]  至系統瀏覽論文 ( 永不開放)
|
| 摘要(中) |
中國製造是亞洲之冠也是舉世聞名,截至目前中國是亞洲勞動力輸出最大國家.密集勞動力是亞洲也是中國到目前為止無法撕去的標籤.德國工業4.0/ 中國製造2025都是在訴求現代化、工業化、數據化、數字化、智能化製造體系轉變。
數字工廠、智能車間、關燈工廠都是在迫於生產廠區用工生產用人成本上升,其次大量直接員工取得困難,而3C電子消費產品需求旺季固定,致使每年Q4至次年Q1各地電子製造業搶人大戰,主要為歐美地區Christmas及亞洲農曆新年,產能需求提升而直接作業人員取得卻反向下降,造成製造業多方搶人也間接導致用人成本大量提升,但企業需要尋求更高獲利,必須降低取得直接作業人員的用工成本來因應。
來自2019年底COVID-19疫情問世也對工廠用工人力產生巨大影響,人員移動在中國區域被強烈受限,除接受嚴格當地行政區域或住宿社區管控,各地政府也提供當地行程碼做為移動或是進入公眾區域及醫院當為參考依據,不論人員移動或是物料供應跨省長途移動都須隨身檢附核酸證明.直接人員從進場面試、入場教育訓練到每天上班,需要持續提供核酸檢驗證明.COVID-19疫情間接提高人員移動費用大幅增加,並造成人員移動意願大幅降低,若在移動過程中不慎感染,染疫人員需自行支付14天隔離費用,其中費用包含住宿、用餐,而在中國大陸隔離酒店由醫療人員進行核酸採檢是不用另行收費。
德國工業4.0/中國製造2025大肆宣導下,大部分電子產品代工或品牌工廠雖大量導入自動化設備,想藉由導入自動化設備取代直接作業人力,但現行自動化設備導入需要滿足稼動條件及相關限制性太多,簡言之現階段自動化設備簡稱精密自動化.導入自動化設備後卻發現,雖可節省直接作業人員,但為維護自動化設備穩定稼動及妥善,需要召募更多間接維護人員對自動化設備稼動率、妥善率、新機種擴增導入、OEE、TPM、可視化管理….
TPS & 精益生產至今已被廣泛運用在各種生產模式、規模、行業,並在這數十年間推動,且強調消除浪費、整理整頓、持續改善、拉式生產、JIT….在各項基礎管理以發揮最大功效,但不論是TPS或精益生產需求來自穩定出勤的作業員工、技能熟練人員,而直接作業人員工如穩定度不佳,也將同步弱化兩岸製造業原已推動TPS &精益生產效益。
其次消費性電子產品生命週期變化快速對於已經導入精益生產、自動化設備工廠來改善作業人員穩定變成最迫切需要解決的問題.將作業員工環境與疲勞度改善導入更是刻不容緩.本研究就選擇一小型電子產品生產工廠當成個案公司,對作業人員的工作環境與疲勞度進行研究。
為求改善專案成功,加入增加休息及吃飯時間實驗,藉透過降低員工疲勞度達到效率提升及增加產出目的,實驗數據收集顯示產出不及預期並呈現產出降低並提高生產成本,因此將增加休息時間取消。在導入改善措施,半自動治具、座式與站立並行作業,得到正向效果,並同時獲益降低重測率、提高良率及日產出增加。 |
| 摘要(英) |
Made in China is a title in Asia and also world-famous. So far, China is the largest labor force exported country in Asia. Intensive labor force is the label that Asia and China can′t tear off smoothly. German Industry 4.0/Made in China 2025 are all claiming the transformation of modern, industrialized, digital and intelligent manufacturing systems.
Digital factory, SMART workshops, and light off factory are all forced to increase direct
labor’s costs in production areas. Secondly, a large number of direct employees are facing difficulties in obtaining employment, while the peak season for 3C electronic consumer products is fixed, resulting in a fierce competition among electronic manufacturing industries in various regions from Q4 to Q1 each year.
This is mainly caused due to the increase demand in production capacity in Europe and America Christmas season in both areas, as well as the Asian Lunar New Year. However, the acquisition of direct operators has decreased in the opposite direction, There’re same factories as competiters in the manufacturing industry has indirectly led to a significant increase in labor costs. However, enterprises need to seek higher profits and must reduce the labor costs of obtaining direct operators to cope it well.
The COVID-19 pandemic at the end of 2019 also had a significant impact on the workforce of factory workers. Personnel movement in the Chinese regions were strongly restricted. In addition to strict local administrative or residential community control, local governments also provide local travelling codes as a reference for movement or entering public areas and hospitals.
Regardless of personnel movement or provincial long-distance across movement of material supply, inspection of COVID-19 certificates must be carried with themselives.
Direct labor must be executed the on-site interviews and pre-work well training since daily work require continuous proof of inspection of COVID-19. The COVID-19 pandemic has indirectly increased personnel travelling’s costs and caused a significant decrease in their willingness to move. If they have an accidentally become infected during the movement process, the man has been infected who must be paid for 14 days of quarantine fees, including accommodation and meals. However, in China, quarantine hotels where medical personnel conduct COVID-19 testing does not require to pay additional fees.
Under the promotion of German Industry 4.0/Made in China 2025, although most electronic product produce by OEM or brand’s factory introduce a large number of automation equipment, those enterprices wants to replace direct operation manpower by phase in a lot of automation equipments, but the current implementation of automation equipment needs to meet many dynamic conditions and related restrictions.
After the implemantation of automation equipment, it was found that although direct operators could be saved, in order to maintain the stability and adequacy of the automation equipment, It need more and more technicians to execute maintenance. In additions, the automations created many tasks such as new models, OEE, TPM and visible management which are demand more professional engineers for fulfillment.
Meanwhile, Toyota Production System & Lean Production has been widely used in various production models, scales, and industries, and has been promoted over the past few decades. It emphasizes the elimination of waste, consolidation, continuous improvement, pull through production, Just In Time, and other basic management methods to maximize efficiency. However, both TPS and Lean production require stable attendance of workers and skilled enployees, while the stability of direct workers were poor, industrial of manufacturing will also simultaneously weaken included Taiwan and China, which has already promoted TPS and lean production efficiency
Secondly, the life cycle change of consumer electronic products has quickly become the most urgent problem to be solved for the implementation of Lean production and automated equipment factory to improve the stability of operators. It is even more urgent to introduce the improvement of the environment and fatigue of operators. This study of essay selected an electronic product manufacturing factory as a case company to study the working environment and fatigue of operators |
| 關鍵字(中) |
★ 人員疲勞度改善
★ 人因工程
★ 標準工時 |
關鍵字(英) |
★ Automation
★ Personnel Fatigue Improvement
★ Human Factor Engineering
★ Standard Working Hours |
| 論文目次 |
第一章 緒論 …………………………………………………………………………. 1
1.1 研究背景 ……………………………………………………………………… 1
1.2 研究動機 ……………………………………………………………………… 1
1.3 研究方法及目的 …………………………………………………………….... 1
1.4 研究方法及架構 ……………………………………………………………… 2
第二章 文獻探討 ……………………………………………………………………. 3
2.1 人因工程與標準工時沿革 …………………………………………………… 3
2.2 標準動作提出 ………………………………………………………………… 6
2.3 標準動作沿革 ………………………………………………………………… 9
第三章 理論架構分析 ……………………………………………………………….11
3.1 疲勞產生 ………………………………………………………………………11
3.2 作業工時寬放 …………………………………………………………………12
3.2.1 疲勞恢復 ……………………………………………………………….13
3.2.2 疲勞恢復建議方法 …………………………………………………….13
3.2.3 勞動基準法工作日規定 ……………………………………………….14
3.3 作業人員工作環境 ……………………………………………………………15
3.3.1 光照明 ………………………………………………………………….15
3.3.2 聲波 …………………………………………………………………….19
3.3.3 溫溼度 ………………………………………………………………….21
第四章 網通產業現狀分析 ………………………………………………………….22
4.1 個案公司簡介 …………………………………………………………………22
4.2 網通產業現狀分析 ……………………………………………………………24
4.3 COVID-19 影響人員流動 …………………………………………………….26
第五章 專案改善導入 ……………………………………………………………….27
5.1 導入專案改善 …………………………………………………………………27
5.2 專案團隊成立 ……………………………………………………………...….28
5.3 休息及吃飯時間增加對產出關聯性 …………………………………...…….28
5.4 測試站導入辦自動治具 ……………………………………………………….29
5.5 測試站導入坐姿與站立作業並行 …………………………….………………30
5.6 改善效果呈現 ………………………………………………………………….31
第六章 結論 …………………………………………………………….…………….31
6.1 研究發現 ………………………………………………………….……………31
6.2 研究結果論證 ……………………………………………………….…………32
6.3 過勞評估量表 ……………………………………………………….………....32
6.4 研究結果建議 ……………………………………………………….…………36
參考文獻 ……………………………………………………………………………37
參考網頁…………………………………………………………………………..37
附錄 ………………………………………………………………………………42 |
| 參考文獻 |
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| 指導教授 |
陳炫碩
|
審核日期 |
2023-5-26 |
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