臺灣博碩士論文加值系統

本研究的目的為驗證及嘗試結合高德拉特博士在文獻中所提出的產品加工時間和客戶前置時間關係對交期日的影響。高德拉特博士在2006年「可靠快速回應-策略與戰術圖：3-1節-99%交期績效」文獻中提出S-DBR和緩衝管理可使許多生產工廠提高產品的可靠性與可得性(DDP>99%)；在2008年「站在巨人的肩膀上」文獻中提出：使用Toc DBR (Drum-Buffer-Rope) 時有一重要假設，此假設就是在工廠現場的作業環境設定上產品加工時間 (Touch time) 應該要小於客戶前置時間(Quoted Lead Time, QLT)的10%。因此，本文研究結合在客戶前置時間大約為產品加工時間的10倍下使用S-DBR及緩衝管理，在不同情境下的生產環境，推論及驗證其使用後的現象及績效，進一步証明S-DBR及緩衝管理的可行性。

The purpose of this thesis is to examine and attempt to prove a combination of Dr Goldratt’s theories on Touch Time and Due Date concepts. In 2006,in his Strategy & Tactic Tree, Dr.Goldratt (Eliyahu M. Goldratt) brought up that S-DBR and Buffer Management could possibly provide better reliability. He also focused on Due Date Performance(DDP) for products in many factories . In 2008, in his Standing On The Shoulders Of Giants, he raised an important hypothesis. He suggested that using Drum-Buffer-Rope(DBR) , Touch Time should be decreased by about 10% compared to Quoted Lead Time(QLT) . This research has tried to combine Dr.Godratt’s two hypothesis by using both reasoning and simulation in order to get a good view of the process. It should be noted that this is the first time a thesis combines both of Dr Goldratt’s hypothesis. .
The results of my experiments have indeed indicated that the combination of both could make it easier for the orders to be finished on time in a more effective way. In conclusion, this research points out the feasibility of the combination of both methods as well as the practical applications to a factory using this innovative approach.

中文摘要 I
英文摘要 II
誌謝 III
圖目錄 V
表目錄 VI
一、研究動機與目的 1
二、文獻探討 3
2.1限制理論 (Theory Of Constraints ,TOC) 的基礎 3
2.1.1限制驅導式排程法 (Drum-Buffer-Rope, DBR) 4
2.1.2緩衝管理 (Buffer Management) 5
2.2簡化型限制驅導式排程法 (Simplified Drum-Buffer-Rope, S-DBR) 5
三、SDBR和緩衝管理之使用環境研究 11
3.1 之生產環境及系統內產能有無滿載對訂單之影響 11
3.1.1期初情境 14
3.1.2評估指標 15
3.1.3 Job Shop Game模擬驗證 15
3.2 之生產環境 16
3.2.1 Job Shop Game模擬驗證 17
3.3 之迴流環境 18
3.3.1 Job Shop Game模擬驗證 21
3.4 有變異的環境 23
3.4.1 Job Shop Game模擬驗證 25
四、結論與未來展望 26
參考文獻 28
附錄一、不同情境所模擬的每張訂單的完成的情形 29
附錄二、不同TT與QLT比例模擬訂單完成的情形 35
附錄三、有變異環境模擬的每張訂單的完成的情形 43

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