| dc.description.abstract | Today in Taiwan, the food and beverage market environment is more competitive than ever before. Due to the complex market structure and changing consumer choices, the industry faces competition among private brands in different categories and channels. Outside the industry, they are faced with hand-cranked tea shops, The erosion of freshly brewed beverages in cafes and supermarkets has caused beverage manufacturing companies to not only face increasingly diverse requirements and increasing pressure in the market, but also face inherent characteristics of beverage production lines such as regulatory enforcement in internal production activities. Safety and quality assurance requirements, unstable market supply and demand, the amount of inventory that can be carried by products and storage space, and inflexible production line layouts all test the resilience of the production and operation plan.
The case company in this study is faced with changes and requirements from the market, environment, technology, and policies, and strives to implement the goals and performance that the production and operation plan should have, such as quality, delivery, cost, and flexibility. There are more cases to learn that one of the key factors for the effective operation of production organizations is productivity. However, many studies focus on exploring the structure and tools of productivity, and relatively few practical cases have been found in the food and beverage industry.
The object of this study is HeySong Company in Taiwan, which has a history of 99 years. The research method is a case study. The aseptic room-temperature beverage manufacturing production line built by the case company is used as a case study. After in-depth understanding of the real workplace According to the situation, this production line has the characteristics of diversified products, large equipment configuration, high investment and maintenance costs, etc. It is relatively important for managing equipment productivity and can be used as a representative production line in the food and beverage industry.
This study uses the SMED (Single-Minute Exchange of Die) method in the lean production theory to reduce the production capacity loss caused by the production line changeover time (Changeover time) or set-up time (set-up time). And a simple scheduling heuristic method is proposed to reorganize the batch size and sequencing in the production plan, which can quickly and effectively improve the overall productivity. This study can also provide and explain beverage practitioners to predict potential obstacles in production operations and take appropriate measures to deal with these obstacles during the implementation of lean production. | en_US |