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    Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/83746


    Title: 由精實生產助力轉型工業4.0-以C公司為例
    Authors: 宋清文;Sung, Ching-Wen
    Contributors: 高階主管企管碩士班
    Keywords: 工業4.0;精實生產;Industry 4.0;Lean Production
    Date: 2020-07-06
    Issue Date: 2020-09-02 17:00:57 (UTC+8)
    Publisher: 國立中央大學
    Abstract: 本研究主要從工業4.0開始的興起開始論述,世界各國開始對製造業重點支持的戰略,而企業則是積極的在做數位化轉型升級朝智能工廠前進,並進一步做到全流程的智慧製造,在轉型的過程中,不斷的導入新創技術,像是人工智慧、物聯網、大數據、機器人及雲計算等,但不表示可以成功的轉型。
    以個案公司過去幾年經營的策略來看,自動化與數位化一直是戰略重點,也設立了專門的工作單位來持續推進,但轉型的進程在初期雖有獲得成果,但離工業4.0轉型完成還有距離。個案公司從新由精實生產啟動轉型的發展,精實生產是一種持續改善的體系,透過價值流圖的流程分析,檢討診斷現有狀況並對未來狀況研討設定,重新設計能滿足客戶價值需求的生產流程及車間佈局,並以持續的改善,建立適用於自己而且能滿足客戶的生產體系,進而轉型到工業4.0。
    本研究對象為C公司,C公司成立於1984年,是一家臺灣的電子製造代工廠,主要產品是筆記型電腦,並在業界建立了領導地位,另外還有其他消費性及商用型電子產品如伺服器、AIO、平板電腦、智慧型手機、穿戴式裝置等,因應筆記本電腦產業進入成熟期、工業4.0及中美貿易戰等政治、經濟環境變化急遽,機會與威脅並存,決定藉由工業4.0的數位轉型,來因應環境變化,更進而成為世界優秀領先企業。
    本研究採用個案分析法,包括次級資料蒐集、高階管理者的深度訪談及親身觀察以瞭解個案公司的精實改善,而後進行資料分析,透過James P. Womack﹐Daniel T. Jones﹐Daniel Roos(1985) 提出的精益思想5個原則概念,並以層級式轉型框架進行長期持續的精實改善,適時對客戶需求變化做出相應的調整,並建構長期持續的精實生產體系。;This research primarily begins with the rise of Industry 4.0. The authority around the world initiate to support the strategy of developing manufacturing; meanwhile, global companies proactively work on digital transformation and intelligent manufacturing to upgrade to smart factories. In the process of transformation, only by introducing new technologies is far from enough. Such as Artificial Intelligence, Internet of Things, big data, robots and cloud computing.
    Take the “C” Case for example, automation and digitalization have always been its strategic priorities. There is also special working group set up to advance the whole vision. However, it is obviously that only in the beginning period can we see the enhancement yet there is still a long way to go to achieve the completion of Industry 4.0 transformation. The case embarks on transformation through lean production. Lean production is a system of continuous improvement. Scrutiny the current status and diagnose future situation by analyzing the process of value flow chart, it aims to meet up customer requirement and workshop layout via redesigned and continuous renovation. To build up own production system to achieve Industrial 4.0.
    This research based on C Company. C company was established in 1984, which is an electronics manufacturing company founded in Taiwan. As a leading position in industry, it mainly produces notebook and other consumer and commercial products such as servers, AIOs, tablet computers, smart phones, wearable devices, etc. In response to the maturity of computer industry as well as the intense situation between US and Chinese government. Political environment changed rapidly; also, opportunities and threats coexists. It strives to become a world-leading enterprise by means of Industry 4.0 and digital transformation.
    This study use case analysis, including secondary data collection, high-level manager in-depth interview and in-person observation to figure out the principle of lean production improvement. This research is based on 5 principles and concepts of lean thinking proposed by James P. Womack, Daniel T. Jones, Daniel Roos ( 1985), conducting long-term and continuous lean improvement with a hierarchical transformation framework, making appropriate adjustments to meet customer needs promptly to build a longstanding lean production system.
    Appears in Collections:[高階主管企管(EMBA)碩士班] 博碩士論文

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