應用TOC於生產流程管理改善之研究-以某公司為例

Abstract

在市場競爭的環境下，客戶需求模式已逐漸在改變，而工廠管理之規劃與排程亦是需要被特別重視。

從原本量產化產品改為客製化需求，產品由少種多量改為多種少量，各家公司也以專精與貼切的服務，來獲得客戶的肯定；這樣的市場變化對許多工廠而言，無不卯盡全力配合，在工廠內的生產活動中，有許多現象亦是不希望時常出現，像是訂單無法如期達交、急件插單、製令過多延遲產出、原物料短缺、製令加工順序朝夕令改、在製或庫存品金額過高等等，這些現象如何防範與降低，仍然需要有輔助的管理手法來應用。本論文主要為探討新軟體APS 系統導入後，實際作業面無法成功推行之因素，同時藉由 TOC 限制管理系統持續改善的步驟，找出系統的制約、決定如何利用制約、根據上述決定，調整其他的一切、提升系統制約、假如制約轉移到最初，不要讓慣性成為制約等五聚焦運用，讓制約慣性可減少重覆發生，使作業流動轉換更加順暢。

經過五聚焦之持續改善後發現，製程站完成並移轉之筆數明顯提高，由於該個案之工單筆數與數量無法成對比，經結果能可證實，完成之筆數前後移轉之差異。

In a competitive market environment, customer demands are gradually changing. Factory management planning and scheduling are also key issues that require special attention.

Today’s customers demand customized products instead of mass-produced goods and companies opt for larger product variety rather than a few products that are manufactured in large quantities. Businesses focus on high-quality services to win the approval of customers. Companies strive to adjust to these market developments. They have to rely on applied management techniques to prevent or reduce the incidence of undesirable phenomena which may occur during production activities such as delayed delivery of orders, urgent orders that have to be given priority, delay of production due to a large number of manufacture orders, shortage of raw materials, changing production sequences on a whim, high production or storage costs etc. This study examines the factors that prevent the successful implementation of actual operations after the adoption of a new Advanced Planning and Scheduling (APS) software system in addition to the utilization of a TOC management system to achieve gradual improvements and identify system constraints. Businesses have to decide how to exploit constraints and subordinate everything else to the above decision to make adjustments to the system and elevate the system’s constraints. If a constraint reverts to its initial state, inertia should not be allowed to restrict the adoption of the five focusing step approach. This helps prevent the repeated occurrence of constraint inertia and ensures a smoother operational flow.

A continued application of the five focusing step approach shows more completed transfers in the production processes. Due to the fact that the volume and quantity of work orders cannot be compared in this particular case, the results clearly show a variation in the completed volume before and after transfer.