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    Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/63868


    Title: 電子代工製造業導入精實生產與推動成效之探討—以Q公司的投影機事業部為研究對象
    Authors: 李自培;Lee,Tze-Pei
    Contributors: 管理學院高階主管企管碩士班
    Keywords: 價值溪流圖;精實生產;電子代工製造業;Electronic OEM Industry;Lean Production;Value Stream Map
    Date: 2009-06-08
    Issue Date: 2014-05-08 15:34:45 (UTC+8)
    Publisher: 國立中央大學
    Abstract: 個案公司投影機事業部面對公司內外競爭的壓力下,推行精實生產制度,發展出適合自己的生產管理模式。因此,本研究希望以目前已導入「精實生產」管理哲學的個案公司投影機事業部做為研究對象,嘗試探討對個案公司投影機事業部推動「精實系統」藉以提出符合精實生產的實用行動計畫並與以制度化。有關研究成果茲列舉如下:
    一、 個案公司投影機事業部導入「精實生產」制度的背景、過程與成效
    1. 導入背景:廠內原已推動改善,個案公司推動「精實生產」即加入改善的行列。
    2. 導入程序:(1)初期階段:推行前置活動;(2)規劃階段:定義價值;(3)分析階段:繪製價值溪流圖;(4)執行階段:暢流-改善措施及具體效益;(5)評估階段:改善成果及未來目標。
    3. 成效評估:在P4組裝線的改善,改善重點在於生產線體的流動及作業流程,改善成效超過30%以上,而在庫存部份亦有改善效果。
    二、 導入精實生產的執行成效受到影響之因素
    包括:高層主管的支持、員工抗拒變革及顧問的輔導等。
    三、 以價值溪流圖探討導入精實生產前、中、後其成效的差異情形
    導入精實生產前、中其成效的差異為:主要即在P4線的改善,即將原先的長線改成mini line的型式,節省每人單位工時及成本。未來改善的目標則持續著在DTD (Dock to Dock) 改善、SMT及MI的庫存改善。
    ;Under the internal and external competition pressure, the project carries out lean production system to develop a suitable manufacture management model. Therefore,the research adopts the case study method to the corporation that launched into the management philosophy of Lean Production. The study clarified the implement of lean production system to suggest a functional program that conform lean production and to systematize it. With the major study results shown as follows:
    1. Background, process and effect
    (1) The factory entered into the project when the corporation carried out lean prodution.
    (2) Improvement procedures: The primary stage: to decrease the inventory of material and semi-product; the planning stage: to draw value stream map; the analysis stage: to merge and smallize the production lines; the execution stage: to improve the production model and process; thevaluate stage: to improve the transportation of material.
    (3) Performance estimated: the key point of inprovement is the P4 production line circulation and a work process, the result of improvement is more than 30% and the inventory is better.
    2. The influlence factor of performance: support from top management, resistance to change, the guidance from advisers, and etc.
    3. To thoroughly clarify the performance difference before, in the middle of, and after lean production be launched.
    Focus on P4 line improvement, mini line has replaced original line to curtail man-hour and cost down. The objective of improvement is to continuously decrease the inventory of DTD (Dock to Dock) SMT and MI.
    Appears in Collections:[高階主管企管(EMBA)碩士班] 博碩士論文

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