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    Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/80843

    Title: 伺服器代工業導入豐田式管理於生產智慧化之分析-以I公司為例
    Authors: 邱萬根;Chiu, Wan-Ken
    Contributors: 高階主管企管碩士班
    Keywords: 智慧工廠;豐田式生產系統;自動化;大數據;Smart factory;Toyota production system;Automation;Big data
    Date: 2019-06-10
    Issue Date: 2019-09-03 15:11:15 (UTC+8)
    Publisher: 國立中央大學
    Abstract: 隨著高科技的伺服器專業代工廠面臨市場趨近飽和成熟的情況下,代工毛利逐漸遭到壓縮,出現微利化現象。為了在全世界眾強環伺的環境中脫穎而出,將現有單純的代工廠轉型為「智慧工廠」,且將製造模式升級成為全球化的「製造化服務」是刻不容緩的議題。本研究以伺服器生產大廠I公司為個案研究對象,探討其導入豐田式生產系統,結合即時管理 (JIT) 與看板管理 (Kanban) 兩大系統,並加入高度自動化生產與生產制度落實後的成效;並運用豐田模式金字塔模型,探討其導入豐田式管理的理念。進而對目前工廠所面臨的複雜生產製程進行全面改善,以期降低成本、提高生產效率及品質,提升公司的競爭力。
    個案公司導入TPS主要包含兩個工作任務:(1)導入「後拉式制度」改善生產供料方式,與 (2)導入「智慧流水線」改善生產線體自動化。研究結果發現,導入TPS之後,不僅在生產的製程流程有了大幅度的改善,在實際效益部分,品質上的不良率 (EOLI DPPM) 改善了超過67%,報廢率約有69% 的改善,人力精簡了38%,在製品下降了50%,和快速換線時間節省了37%,可明顯看出改善後的成效。此外,I公司除在生產上持續改善,亦以組織化學習為企業核心價值,鼓勵員工持續學習。;With the high-tech server foundries facing the market approaching saturation and maturity, the profit of the foundries has been gradually eroded, and the minimal-profit phenomenon appears. In order to stand out in the competitive environment, it is important for a simple foundry to transform itself into a “smart factory” and upgrade the manufacturing mode as providing global “manufacturing service.” This study uses a case study to explore the effectiveness of a server OEM introducing Toyota production system (TPS), which is combined with highly automated production. The 4P model of TPS is also used to explore the philosophy of introducing TPS.
    There are two main tasks when Company I introduces TPS into its factories. First, introducing the “pull system” to improve feeding mode; second, introducing “smart conveyer” to improve line automation. The results show that the manufacturing process has been greatly improved, leading to (1) the EOLI DPPM in quality improved by more than 30%; (2) the scrap rate improved by about 20%; (3) the manpower saved by 16%; (4) the work-in-progress decreased by 30%; and (5) the time for quick changeover saved by 10%. Company I thus has not only improved its manufacturing efficiency continually, but also treated organizational learning as the core value of the company, encouraging employees to continue learning.
    Appears in Collections:[高階主管企管(EMBA)碩士班] 博碩士論文

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