全面生產管理（TPM）活動之導入與成效研究; — 以汽車零組件公司為例 A Study on the Introduction and Effectiveness of Total Productive Management Campaign in Taiwan’s Motor Component Companies

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题名:	全面生產管理（TPM）活動之導入與成效研究;— 以汽車零組件公司為例 A Study on the Introduction and Effectiveness of Total Productive Management Campaign in Taiwan’s Motor Component Companies
作者:	吳志雄;Chih-Hsiung Wu
贡献者:	管理學院高階主管企管碩士班
关键词:	汽車零組件業;全面生產管理（TPM）;競爭力;Total Productive Management;Motor Component Industry;Competitiveness
日期:	2002-06-06
上传时间:	2009-09-22 15:33:24 (UTC+8)
出版者:	國立中央大學圖書館
摘要:	企業的競爭力是表現於較佳的效率、效能、品質、創新、差異化及顧客滿意度上，相對於生產方面，就是要具備高生產效率，優良品質及低成本之能力。在當今之惡劣環境下，如何為求生存而降低成本；如何縮短交期且多樣化及如何對應嚴格的品質要求及嚴苛的人為環境改善等等都是重要課題，尤其加入WTO (World Trade Organization)更是凸顯其重要性。就推動TPM (Total Productive Management)活動之目標是藉人與設備的體質改善，進而改善企業體質，以達零損失、零故障、零公害及零缺點，亦藉此達到提高設備總合效率，提升生產力，提升品質及降低成本之目的。其活動是依各公司經營理念、方針與目標所擬定之計劃書執行，基本上是依十二步驟逐一展開，內容大致涵蓋八大支柱（個別改善、自主保全、計劃保全、品質保全、開發管理、教育訓練、安全衛生及間接部門等），主要是消除十六大損失（設備效率化之八大損失、人效率化之五大損失及原物件效率化之三大損失），在活動中運用到目標管理、目視管理、診斷稽核系統、FMEA (Failure Mode and Effect Analysis)、PM（P-4M）(Phenomena - Mechanism, Man, Machine, Material )分析及MQ（Machine Quality）分析等手法，並且用PDCA (Plan, Do, Check, Action)之管理循環來運作整個TPM之推動，其有形成果是利用相對指數表現於Production（生產）、Quality（品質）、Cost（成本）、Delivery（交期）、Safety（安全）及Morale（士氣）之項目上。由成果之數據顯示TPM活動不僅呈現完成目標的達成率，而且能協助企業改善體質及建構持續性之競爭優勢。推動TPM是屬於長期性活動，依各企業本身之基本組織能力及品質系統而定。其成效對企業能力與競爭優勢都有莫大的助益，且產生之效能與結果的影響層面是無法與其他活動來並論。 An enterprise’s competitiveness shows on better quality, efficiency, effectiveness, innovation, differentiation & customer satisfaction. In production, it shows on high production efficiency, good product quality & low costs. In today’s bad environment, how to lower costs to survive, how to shorten lead-time and do diversification, how to work to strict quality requirements and how to improve human environment are important issues. It is more so after entrance WTO (World Trade Organization). The goal of the TPM (Total Productive Management) campaign is to improve the enterprise by improving personnel and equipments in order to achieve nil loss, nil damage, nil public hazard and nil faults. Also by doing so, to increase equipment integration efficiency, production ability, quality and to decrease costs. The activities are proceeded according to the programmers made upon management, guidelines and goals of each company. Basically, twelve steps started it. The content generally covers eight pillars (individual improvement, motivation maintenance, plan maintenance, quality maintenance, development management, training, health security & indirect departments…etc.). The major point is to eliminate sixteen losses (eight losses of equipment efficiency, five losses of personnel efficiency and three losses of raw material efficiency), use target management, vision management, system check diagnosis, FMEA (Failure Made and Effect Analysis), PM (P-4M) (Phenomena – Mechanism, Man, Machine, Material) analysis and MQ (Machine Quality) analysis methods, as well as PDCA (Plan, Do, Check, Action) management cycles to push TPM campaign. The result is to use relative index to show on Production, Quality, Cost, Delivery, Safety, and Morale. The numbers show that TPM not only tells goal achievement, but it also helps enterprises to improve their quality and build constantly competitive advantage. The TPM process is a long-term activity. It relies on the basic organizing ability and quality system of the business. Its effect benefits the company on the capability and competitiveness. There is no comparison to the effect and the impact of it.
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