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研究生:洪弘志
研究生(外文):Hung-Chih Hung
論文名稱:應用精實生產於研發專案改善之研究
論文名稱(外文):Application of lean production in a research project for improvement
指導教授:吳英偉吳英偉引用關係
指導教授(外文):Ying-Wei Wu
口試委員:張嘉寶陳義分
口試委員(外文):Chia-Pao ChangYee-Fen Chen
口試日期:2015-06-25
學位類別:碩士
校院名稱:修平科技大學
系所名稱:精實生產管理碩士班
學門:工程學門
學類:工業工程學類
論文種類:學術論文
論文出版年:2014
畢業學年度:103
語文別:中文
論文頁數:54
中文關鍵詞:精實生產專案管理價值流分析充填鎖蓋機貼標機
外文關鍵詞:Lean productionProject ManagementValue Stream AnalysisFilling & Capping MachineLabeling Machine
相關次數:
  • 被引用被引用:4
  • 點閱點閱:229
  • 評分評分:
  • 下載下載:26
  • 收藏至我的研究室書目清單書目收藏:0
在現今企業經營全球化潮流中,事業經營面臨詭譎多變的衝擊,業者要生存只能適應,並力求經營方向的轉變,推動產品改革與創新理念。台灣的傳統製造業經歷這波浪潮,面對全球持續的競爭,成品售價持續下降,而勞動成本與原材料價格卻反升之情況,如何研發新產品在這國際氛圍低迷的情況下破繭而出。本研究認為企業在轉型前,精實思維將是加速產業升級的重要推手,因其並非只是著眼局部浪費的減少或生產效率的提高,而是幫助企業重新思考如何導入自動化生產,提高整體營運績效。
本研究以自動化包裝機械為例,在客戶導向與客製化的市場下,傳產生產型態由「大量生產」轉為「少量多樣」,而生產機具由「標準機型」改為「客製化機型」,且面臨售價降低、品質意識提高、薪資成本上漲、原料成本提升、匯率波動影響、市場競爭激烈等困境,造成經營者壓力不斷升高,因而各界皆在研究如何進行改革以滿足顧客需求與提升競爭力。
本研究從顧客需求著手,配合專案改善手法,以精實思維為核心,分析個案機台改善前現況繪製價值溪流圖,進行價值流分析,擬定合適的改善方法及與策略,搭配本職技能和經驗,以及精實生產排除浪費的精神,提高專案管理的執行效率與成果。最終,研發出省時省人高效率又符合客戶需求之充填鎖蓋機與貼標機。
個案專案研究(一) 實證生產工時由1瓶3秒降低為1瓶2.5秒生產工時降低17%工時,生產人力由4人降為3人減少25%人力,年生產單位由2534K提升到3421K提升35%。
個案專案研究(二) 實證,生產工時由1包8秒降低為1包1秒生產工時降低77.5%工時,生產人力由2人降為1人減少50%人力,年生產單位由7603K提升到60865K提升800%,結果顯示精實生產改善後證實改善效益顯著,所研發出之充填鎖蓋機、貼標機也廣為市場所接受。
In today's global business trend, business management is facing ever-unpredictable shocks, the industry can adapt to survive and seek changes in business direction, and promote the reform and innovation of product ideas. Taiwan's traditional manufacturing experience this, in the face of continued global competition, the price of products continued to decline, while labor costs and the material prices rise up unexpectedly, how to develop new products at this international environment. This study suggests that before going to business again in transition, lean thinking will be an important skills to accelerate industrial upgrading, not just because of its focus on reducing or production efficiency of local waste, but to help companies to rethink how to import automatic production, improve overall operating performance.
In this study, automated packaging machinery, for example, in a customer-oriented and customized market, mass production production patterns from "mass production" to "small amount of diversity", and production equipment from "standard model" to "customized model "and faced with lower prices, quality awareness, wage costs, raw material costs increase, exchange rate fluctuations, market competition and other difficulties, resulting in pressure on operators to continue to rise, thus all walks of life are looking at how to reform To meet customer needs and enhance their competitiveness.
In this study, the customer needs to proceed, with the project to improve the approach to lean thinking as the core, the pre-analysis cases machine to improve the situation, develop appropriate improvement measures and with the strategy, Draw value stream maps with value stream analysis, with their own skills and experience, as well as lean production excluded waste of spirit, improve Project Management and the rate of implementation and results. Eventually, people developed a time-saving and high-efficiency Filling & Capping Machine、Labeling Machine in line with customer demand.
Case Study Project by (I) Confirm, the manufacturing steps to reduce the bottle 3 seconds to 2.5 seconds 1 bottle manufacturing steps to reduce working hours by reduced 17%. the production of human by four manpower reduced by 25% for the three manpower. production units by the 2534K upgrade to 3421K to enhance 26%.
Case Study Project (II) Confirm, the manufacturing steps by one pack 8 seconds down to one pack 1 seconds manufacturing steps to reduce working hours by reduced 77.5%. the production of human by two manpower reduced by 50% for the one manpower. production units increased from 7603K upgrade to 60865K to enhance 800%, the results showed improvement after lean production proved significantly improve efficiency, the research and development of filling capping machine is also widely accepted by the market.

摘要 I
Abstract II
誌謝 IV
目錄 V
表目錄 VII
圖目錄 VIII
第一章 緒論 1
1.1 研究背景與動機 1
1.2研究目的 1
1.3研究範圍 2
1.4 研究流程 3
第二章 文獻探討 4
2.1精實生產的崛起與演化 4
2.2 豐田生產系統 6
2.3 精實生產 9
2.4 PDCA 12
2.5 專案管理 13
第三章 研究方法與架構 17
3.1 個案研究法 17
3.1.1個案研究具有的特性 18
3.1.2 個案研究法實施步驟與方法 20
3.2 個案精實活動導入架構 21
第四章 個案研究 24
4.1 T公司簡介 24
4.1.1產業概況 : 26
4.1.2研究個案產品介紹 : 26
4.2 T公司生產現況 33
4.3 專案改善(一) 35
4.3.1第一階段:定義價值 36
4.3.2第二階段:確認價值溪流 37
4.3.3第三階段:暢流 39
4.3.4第四階段:建立後拉式生產模式 39
4.3.5第五階段:持續改善 40
4.4 專案改善(二) 41
4.4.1第一階段:定義價值 44
4.4.2第二階段:確認價值溪流 44
4.4.3第三階段:暢流 47
4.4.4第四階段:建立後拉式生產模式 48
4.4.5第五階段:持續改善 49
第五章 結論與建議 50
5.1 結論 50
5.2 建議 51
參考文獻 52



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