運用限制理論Demand Pull來提高N客戶達交率-以W公司為例

Abstract

台灣的晶圓代工產業發展，受到政府重點培植與產業本身努力下，已儼然成為全球半導體產業不可或缺的伙伴，但是全球化的競爭壓力越來越激烈，往後該如何保持製造實力與優勢，則是一大考驗；因此，如何一方面達到客戶要貨有貨的產品可得性，以免造成缺貨導致顧客流失，另ㄧ方面又能避免庫存堆積過高，成了成本積壓的困境，因而陷入兩難之中。而TOC所提出的拉式補貨機制與動態緩衝管理方法（Demand-Pull & Buffer Management），是一套既簡單又有效的庫存管理方式，其管理包含了設定庫存水位的多寡、補貨機制及調整庫存水位等等重要指標，本研究套用此機制，來模擬過去的操作結果，並做兩者差異比較，相較之下，TOC Demand Pull的結果，有效產出確實增加，總庫存也能降低，既能快速滿足顧客所需，又能降低庫存量，完全打破過去傳統的庫存衝突，達到雙贏的結果，因此TOC Demand Pull& Buffer Management方法確實優於目前實際操作。

In Taiwan, foundry industry development which government focuses on foster industrial development and industries make lots of efforts on developing has become an indispensable partner of the global semiconductor industries. Therefore, it is a tough task to maintain manufacturing strength and advantage since there are more and more intense competitive pressures of globalization. Moreover, how to reach customers’ quantity requirements in order to avoiding shortage of losing customers and how to reserve appropriate inventory in order to avoiding excessive inventory accumulation will be in a dilemma. Demand-Pull and Buffer Management of TOC is a simple and effective inventory management method. It includes some significant indicators on setting inventory level, replenishing inventory and adjusting inventory level, etc. This research applies TOC method to simulate the results of past operations and compares both results. The result of TOC Demand Pull can not only increasing effective output but also reducing total inventory level and can quickly meet customer’ needs as well as lower inventory level. Thus, TOC Demand method totally breaks the conflicts of traditional inventory concept and achieves win-win results. In conclusion, TOC Demand Pull method is indeed superior to current practice.