| dc.description.abstract | In the twentieth century, the world has experienced two major changes in the production model. The first change was the handicraft production mode that evolved into the mass-production model in the 1920s after World War I. The second change was the TOYOTA Lean production mode, which happened in Japan after World War II.
Since the oil crisis in 1973, TOYOTA Motor continuously increased its profits, enhanced its competitiveness, and surpassed other major competitors depend on strictly controlled costs through the TOYOTA Production System’s ＂Just in time＂ and ＂Lean Production＂ methods. This revolutionary change originated from the automobile industry, and eventually changed the management method of other industries. Since then, Toyota′s production management method has become a classic model.
Along with the development of the Internet technology industry, the electronics industry has continued to play an industry pioneer role in the past two decades. However, with the rise of manufacturing in mainland China, the plants depend on the advantage of low-cost labor and raw materials, which continue to be the competitors of Taiwanese manufacturers. Taiwan′s computer assembly industry relies on capital and labor-intensive low-profit OEM production as the main mode for a long time, besides adopting the deployment strategy of using mainland China or other countries with low labor costs to be the main production base. Furthermore, introducing ＂Lean production＂ and effectively controlling production costs has become the primary topic for remain competitive in the future.
Based on the promotion experience of ＂Lean production＂ management in the case company, this study demonstrates how to use a ＂Lean production＂ management structure to plan and complete a lean management improvement cycle. The results provide other friend factories as references for the promotion of related management activities. The conclusions are as follows:
1.The company should establish cross-functional units to promote jointly participate in improvement project activities.
2.Establish a ＂Lean production＂ promotion department dedicated to counseling.
3.Establish an open and transparent improvement proposal award mechanism. | en_US |