限制理論應用於台灣配電盤產銷作業-以N公司為例

Abstract

配電盤為電力及控制系統中所必需具備的設備，故其供需與電力系統使用需求成長息息相關。近年來大陸經濟體的迅速發展與掘起，造成磁吸效應使得國內產業投資減少，電力需求勢必趨緩，可預見未來國內配電盤產品需求將逐漸減緩，而外銷市場又無法與國際大廠競爭。因此國內配電盤產業將有一番衝擊，配電盤廠間競爭將更加劇烈。台灣配電盤生產廠計115家，本研究個案〝N公司〞為國內配電盤生產製造領導廠商。由於預期未來產品需求將逐漸減緩，為確保繼續領導廠商地位，如何改變現有接單與生產產品模式，提升競爭力以擴增營業額與獲利。 本研究應用高德拉特博士（Dr. Eliyahu M goldratt）的限制理論（Theory of Constraints ）找出核心衝突尋求對策來改善。由於客戶的主要需求在品質、交期、價格及售後服務，而N公司主要的6項不良效應，無法完全滿足客戶需求，潛藏著營業額與獲利衰退的危機。利用限制理論衝突圖的分析，獲致其核心衝突為標準化或客戶需求之非標準化產品製作的相互衝突。擬定對策”生產符合客戶需求且為公司最大生產績效之產品”。故N公司選擇國際優良品牌，建立技術合作與夥伴關係生產標準化產品，可縮短交期滿足客戶要求，產品經國際機構認證符合國際標準，並建立庫存提供完善的售後服務，再透過產品說明與宣導獲得客戶採用。 預估產品標準化實施後，因規格減少，人員作業熟練度高，可確保品質；同時生產製程可建立自動化生產流程，降低人工依賴，提升生產效率；訂定年度採購合約，可大幅縮減供應鏈作業時間，減少資金積壓降低成本。不但符合客戶在品質、交期、價格及售後服務的需求，同時更可降低成本，提升競爭力以擴增營業額與獲利。N公司完成標準化產品的開發後，並不可以此自滿，依限制理論，針對未來本研究也依可能之問題點，提出可再持續改善的研究方向。

Switchgear is the requisite equipment of the electricity and control system so the supply and demand of the switchgear are closely linked to the growth of the using demand of the electricity system. The rapid and strong development of mainland China economy in recent years has caused absorbent effect, which led the domestic industry in Taiwan to the investing reduction. It is predictable that the switchgear demand of the domestic market in Taiwan will grow less. Besides, the switchgear export from Taiwan can’t be competed with the international major companies as well. Therefore, there will be a huge impact on domestic switchgear industry, which will make the competition among those switchgear manufactories more intensively. There are 115 companies of the switchgear manufacture in Taiwan. This case study uses a switchgear manufactory, so-called “N company”, as the example. N company, the leading switchgear manufactory in Taiwan, predicts the demand of the switchgear will less grow gradually in the future. To ensure the leading position in the manufacture, how to change the patterns of taking orders and producing products to lift the competitive ability will increase its revenue and profits.

To seek the strategies to improve, this research applies Theory of Constraints by Dr. Eliyahu M Goldratt to find out the core conflict. The main demands of the clients are quality, delivery time, price and service. However, the major six items of undesirable effects of N company’s can’t be satisfied with its clients’ demands, which imply the crises of the decreases of revenue and profits. Using the analysis of Theory of Constraints Evaporating Cloud, we can get the core conflict , the conflicts of the product manufacture standardized or not standardized from the clients’ demands. Then, draw out the strategy, “Manufacturing the products to meet the client’s demands and to maximize the company’s capacity.” Therefore, N company chooses the international excellent label to build up the technical collaboration and the business partner relationship to manufacture the standardized products, which can make the delivery time shortened, the products standardized by the international institutes, and the inventory built for the well-prepared service. Then, with instructions and promotion, clients will adopt the products.

Because the standards are less and the employees are more skillful, after the product standardization, the quality of the products can be guaranteed. Also, it can use the automatic equipments to manufacture for the production procedure, which will decrease the dependence on the employees and increase the efficiency of the production. To make annual purchasing agreements can dramatically shorten the operation time of the supply chain and decrease the excess of the capital to lower the cost. Not only to meet the clients’ demands on quality, delivery time, price and service but the standardization also lowers the cost the meanwhile and lifts the competitive ability to increase its revenue and profits. After the development of N company in its standardization, according to Theory of Constraints based on future, this research can suggest the study trends for the ongoing improvements in the future.