| 摘要: | 政府推動「2030年客運車輛電動化計畫」，帶動國內電動巴士市場迅速成長，進而推升對車體結構件之需求。G公司為一家具備雷射切割、折彎與焊接能力之中小型金屬製造企業，為因應傳統接單萎縮與總體景氣低迷所帶來之營運壓力，近年積極轉型投入電動巴士底盤結構件供應鏈，並正式納入國內整車廠之 Tier-2 體系。隨著客戶訂單自每月10台倍增至24台，對應構件數量由180件激增至432件，原先採用「單人多工」的焊接與打磨模式迅速暴露瓶頸。現場作業難以於常態工時內完成，需長期仰賴加班支撐交期，導致作業負荷過重、員工疲勞與品質不穩，對營運穩定性構成風險。
本研究以G公司焊接＋打磨工段為實證對象，採用個案研究法(Case Study)，透過現場觀察、作業時間紀錄與標準作業流程(SOP)撰寫，導入精實生產(Lean Production)之多項管理工具，進行流程重構與分工再設計。改善架構包含：價值溪流圖(Value Stream Mapping, VSM)、節拍時間(Takt Time)規劃、單件流(One-Piece Flow)、技能矩陣(Skill Matrix)、視覺化管理(Visual Management)與PDCA循環等。並將作業配置調整為「二焊一磨」，以提升人力效能與流程節奏穩定性。
改善後，每日平均產出由6件提升至9.6件，單件工時由2.67小時降至2.5小時，等待、重工與多餘搬運等非價值活動明顯下降，所有作業得以於常態工時內完成，加班需求大幅降低。透過白板追蹤與節拍看板等視覺化工具，提升現場異常回報與部門協同效率，進一步強化節奏穩定與生產透明度。本研究驗證精實生產概念和工具在中小製造企業導入之可行性與成效，即便在資源有限與自動化程度不高情境下，仍能有效消除瓶頸、提升產能並穩定交期。研究結果顯示，流程可視化、作業標準化與分工彈性為改善成功關鍵。
;In line with the government’s “2030 Passenger Vehicle Electrification Plan,” Taiwan’s electric bus market has rapidly expanded, boosting demand for chassis structural components. G Company, a small metal manufacturer specializing in laser cutting, bending, and welding, transitioned into the electric bus supply chain to address declining traditional orders. As monthly demand doubled from 10 to 24 buses (180 to 432 components), its single-person welding and grinding process quickly became a bottleneck, causing excessive overtime, worker fatigue, and quality instability.
This study adopts a case study approach focused on the welding and grinding section of G Company. Based on field observation, time tracking, and SOP development, a set of lean production tools—including Value Stream Mapping (VSM), Takt Time planning, One-Piece Flow, Skill Matrix, Visual Management, and the PDCA cycle—was implemented. The workflow was redesigned into a “two welding and one grinding” configuration to improve labor efficiency and process stability.
After implementation, daily output increased from 6 to 9.6 units, and per-unit processing time dropped from 2.67 to 2.5 hours. Non-value-added activities were reduced, and overtime was no longer needed. Visual tools improved communication and response times.
The results confirm that lean tools are effective for SMEs with limited automation, offering a practical framework for process optimization and operational resilience. |
