運用限制理論進行生產管理之個案研究 - 以A公司系統組裝廠為例

Abstract

中文摘要 A公司以設計客製化產品、縮短訂單生產週期與客戶滿意的達交率為競爭優勢，但是在實際運作上確經常接獲客戶訂單交貨延遲或是生產週期過長等抱怨。為解決以上問題，A公司曾投入不少資金改善生產管理系統，但仍未能有效解決訂單交期不準與生產週期過長等問題。由於限制理論已廣泛的被運用於改善生產管理同時也得到很好的績效，所以本研究期望能運用限制理論來進行生產流程的改善，帶領生管、物管、庫房、生產及業務等部門同仁共同參與生產流程之診斷，透過問題蒐集、找出問題真因、研擬改善對策打破系統限制，以期在共同的目標下，建立一套應變機制，以因應愈來愈多的客戶緊急訂單或是客戶臨時修正訂單之正常化與彈性化的市場需求。 本研究應用限制理論思維程序，依循「改變什麼」、「改變成什麼」、「如何改變」三大程序，藉由問題的蒐集找出生產流程的核心衝突，瞭解各相關部門之作業程序需要改變什麼，然後再透過條件圖、行動圖將改善策略一一展開成行動方案，不但要讓各部門瞭解改變後的終極目標，更會讓各部門清楚知道應該如何改變，最後依循行動方案逐一達成目標，並建立一套不斷改善的制度化流程。本研究將完成下列兩個問題的改善： (1) 提昇訂單準時交貨率達99%以上。 (2) 建立更具生產效率之新流程，提昇客戶需求達成率。

Abstract Company A is a design, manufacturing, and service company. The competitive cores of company A are product customization, production lead-time, and shipping schedule commitment. Unfortunately more and more complaint issues are relative with competitive cores. Company A had put into many resources to improve the issues above, but the result was not good enough. As I understand, theory of constraint (TOC) has many successful improving achievement results. That is why I try to implement TOC to go through data collection, diagnostic, root cause digging, and the whole TOC problem solving mechanism. I do believe it is a nice way to solve the issues above and the whole story has been collected into the thesis. The research follows TOC thinking process – what to change, how to change, and where to go and then to find out core conflict and improvement actions. It needs some of TOC tools such as future reality tree, action table, and so on. It also needs to make the whole relevant departments and people mutual understand and corporate each other for achieving setting targets. The research is going to improve and set two targets: (1) enhance shipping commitment rate more than 99% and (2) Setup more efficiency and effectiveness working process to satisfy customer request.