| dc.description.abstract | 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. | en_US |