應用限制理論提升TFT-LCD Array 區產能-以某光電公司為例

Abstract

TFT-LCD(thin-film transistor liquid-crystal display)產業是一個高度資本密集的行業，為了提升競爭力，舊世代的廠房在沒有新的設備添購情況下，提升其產能，就可以為公司創造出更高的價值。但要達到此一目標，必須依據有系統的理論與方法。所幸，高德拉特博士(Dr. Goldratt) 在其重要之著作「目標-簡單而有效的常識管理」，提到了限制理論的概念與實踐方式，書中以實際的例子讓大家看到如何打破複雜的舊框框，用常識來處理問題。故個案工廠就依據限制理論的概念，首先確定了工廠瓶頸，對於瓶頸製程加以分析研究，針對瓶頸機台Takt time時間的縮短與改善瓶頸機台的使用率來達到工廠瓶頸產能的實際提升；除了瓶頸產能的提升外，同時間也將其它次瓶頸機台產能做提升，才能夠達到保護瓶頸產能的效果。經過半年的實踐，獲得正面且令人雀躍的成績。個案工廠在沒有新增機台設備的狀況下產能獲得提升，為公司創造更高的價值。

TFT-LCD is a highly capital-intensive industry. In order to enhance company’s competitiveness, we can improve production capacity in the old generation plant which is short of new equipment purchase. To achieve this objective, we must base on systematic theory and method. Fortunately, Dr. Goldratt in his important book "The Goal: A Process of Ongoing Improvement " Referred to the concept of Theory of Constraints and practice of methods, common sense is not as usual. A practical example let everyone know how to break the old thinking and deal with the problem by common sense. An example of optronic company apply Theory of Constraints in improving production capacity. First, we should find the bottleneck and analyze its production process. Focus on reducing Takt time and improving utilization in the bottleneck to effectively achieve the improvement of production capacity. Second, we should improve the following bottleneck’s production capacity. Keep a fixed bottleneck, we are able to effectively improve the bottleneck’s production capacity. After six months of practice, we get positive and satisfying result. Case factory improve production capacity by using old equipments. Create higher value for the company.