運用限制理論進行生產控制之個案研究--K公司運用實例

Abstract

摘 要 為維持市場的競爭優勢，對於如何縮短生產時間，並確保訂單準時交貨一直是個案公司努力的方向。但事實上，還是經常接到客戶有關訂單交貨不準時，或是生產時間過長等抱怨。其實個案公司已投注了不少資金建構生產管理系統，但仍無法有效改善如訂單交期不準時、無法即時掌握工廠生產等問題，所以本研究期望能運用限制理論來進行組織問題的改善。 另外，在接單式生產的工廠裡，生管部門是非常重要的單位。在本研究分析訂單交期不準時的過程中發現，生管部門在整體運作上也存在著一直未被改善的問題，所以本研究也將依循著限制理論的思維程序，帶領生管同仁一同參與組織問題的診斷，透過工作問題的收集找出組織的內部限制，再一起研擬改善對策打破限制，進而完成生管部門組織問題改善。

本研究應用限制理論的思考程序，依據改變什麼？改變成什麼？如何改變？三大步驟，由不良效應分析出核心問題，建構撥雲見日圖及未來圖，設定「確保生產排程效益」為中繼目標，並展開達成中繼目標對策的行動圖，進而解決訂單交期不準的組織問題。在生管問題改善部份，運用限制理論程序診斷組織問題，發現其內部限制為不當的內部作業流程及分工方式，透過未來工作目標到展開實際的行動方案，生管部門從調整內部作業分工開始，進行生產排程管理達成掌握工廠生產的目的。

ABSTRACT In order to maintain the competitive advantage in the market, how to shorten the production time and ensure on time delivery are always the goals of this company, but unfortunately this company still receives complaints from its customer regarding delivery or long production time. As a matter of facts, this company has made much investments to build up production management system but still can not effectively improve the above mentioned problems. Therefore, we like to apply the TOC theory to diagnose the internal constrains of the organization and expect the TOC theory will succeed to improve the organization’s problems. Additionally, in the MTO factories the Production Control Department is in a key position to coordinate with Production Department and Sales Dept, however in this case study it is that found Production Control Department has not played appropriate role on coordination aspect, due to it has some problems which haven’t been solved yet till now. The author leads the Production controllers to follow the TOC thinking process to find out the internal constraints of Production Control Department, then they have a joint discussion to set up strategies for breaking the internal constraints and let the improvements to be worked out in this department. This study applies the TOC thinking process and is in accordance with the three steps (What to change? To what to change? How to cause the change? ) to analyze the core problem from UDEs, building the Evaporating Cloud and Future Reality Tree (FRT), setting the Intermediate Objectives for ensuring production schedule effect , then developing the improvement actions (Transition Tree) to achieve intermediate objective and further to solve the delivery delay problem. On the improvement aspect of production control problem, TOC procedure is applied to diagnose organization’s problem, it is found that its internal constraints are improper internal operation procedure and co-working system; through the future working objectives up to the development of action plan, Production Control Department may start from adjusting its internal operation co-working system, then proceed to production schedule management in order to achieve the production goals.