航太零件製造業生產系統改進之探討 ─以F公司為研究個案;Improving Production Systems in Aerospace Component Manufacturing - A Case Study of Company F

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Title:	航太零件製造業生產系統改進之探討 ─以F公司為研究個案;Improving Production Systems in Aerospace Component Manufacturing - A Case Study of Company F
Authors:	李文正;Cheng, Lee Wen
Contributors:	高階主管企管碩士班
Keywords:	航太產業;先進規劃與排程系統;製造執行系統;魚骨圖;流程再造;Aerospace industry;APS;MES;fishbone diagram;BPR
Date:	2025-07-09
Issue Date:	2025-10-17 12:20:26 (UTC+8)
Publisher:	國立中央大學
Abstract:	隨著工業4.0的興起，製造產業面臨數位轉型與提升生產彈性的壓力。航太產業由於其產品安全要求高、製造程序複雜且交期長，使得生產管理系統的精確性成為競爭關鍵。本研究以F公司為個案，探討其導入先進規劃與排程系統(Advanced Planning and Scheduling, APS)過程中所面臨的挑戰與系統暫停原因。研究發現，APS導入失敗並非單一因素所致，而是企業整體資訊系統尚未成熟，尤以製造執行系統(Manufacturing Execution System, MES)之即時性與資料準確性不足為主因。透過魚骨圖分析，本研究從「人、機、料、法、自動化、資訊系統」六個構面釐清問題根源，發現存在資訊孤島、排程邏輯與現場作業脫節、老舊設備無法整合資訊系統等問題交互影響。為了改善現況，F公司啟動MES更新專案，採取委外開發策略，並依據精實生產架構重新規劃資訊化藍圖，希望藉由MES的即時數據支援重啟APS運作，以提升排程準確性與生產效率。本研究驗證先進規劃與排程系統(APS)成功推動需建立於穩固的製造執行系統(MES)與企業資源規劃系統(Enterprise Resource Planning, ERP)基礎上，單靠導入工具無法解決結構性問題。結論指出，未來F公司應透過流程再造(Business Process Reengineering, BPR)與資訊系統升級同步推動，以實現真正數據驅動的智慧製造系統，並提供具實務價值之參考架構，供傳統製造業進行數位轉型參酌。 ;With the rise of Industry 4.0, the manufacturing sector faces growing pressure for digital transformation and improved production flexibility. The aerospace industry, with its high safety standards, complex processes, and long lead times, requires highly accurate production management systems. This study examines Company F’s experience implementing an Advanced Planning and Scheduling (APS) system and analyzes the challenges that led to its suspension. Using a fishbone diagram, the study identifies root causes across six dimensions: man, machine, material, method, automation, and information systems. It finds that APS failure stemmed not from a single issue, but from immature enterprise IT infrastructure—particularly the lack of real-time, accurate data from the Manufacturing Execution System (MES). Contributing factors include information silos, disconnects between scheduling logic and shop floor execution, and outdated equipment. To address these issues, Company F launched an MES upgrade project, chose outsourced development, and redesigned its digital blueprint based on lean manufacturing principles. With real-time MES data, the company aims to reboot APS to improve scheduling accuracy and production efficiency. The study concludes that APS success depends on a solid MES and ERP foundation. Without this, system tools alone cannot resolve structural problems. It recommends Company F pursue concurrent business process reengineering (BPR) and IT upgrades to build a truly data-driven smart manufacturing system and offers a practical reference for traditional manufacturers undergoing digital transformation.
Appears in Collections:	[Executive MBA] Electronic Thesis & Dissertation

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