臺灣博碩士論文加值系統

回顧台灣橡膠產業之發展，受到中國大陸及印度等國家之削價競爭，及原油上漲的壓力下，在世界橡膠輸送帶之市場漸趨劣勢。而橡膠輸送帶的原料分為化纖布與橡膠，皆為石化原料，2008年1月份油價更上探到每桶100美元。而豐田及時生產系統(Just In Time，JIT)為徹底排除企業內部所有一切的浪費，進行各種以改善為核心的降低成本活動。因此，JIT生產方式可以提高生產力、降低成本，提高公司獲利及企業競爭優勢。
本研究藉以鑫永銓股份有限公司實施JIT實證為案例，探討企業執行JIT生產系統所需的關鍵要素，以作為業界推行JIT生產系統時參考。
本研究結果如下：
一、個案公司實施JIT的手法整理出橡膠輸送帶產業實施JIT關鍵因素，其劃分成三構面，分別為資源協助、組織文化及JIT活動。整體性分析結果可提供個案公司作為未來精進JIT的推動藍圖。
二、運用JIT手法及工具讓問題浮現，透過公司全體人員在每一項工作中徹底排除浪費，提升競爭力，此為企業持續改善的動力，隨著時間的增長，落實度及績效皆會不斷提昇。
三、須有強烈變革企圖的組織文化做基石，經由小組由下而上改善生產流程，及各部門的協助配合，才能達到徹底排除浪費來降低成本。
四、藉由專家顧問的輔導，讓企業內部活化，在執行專案過程中,可提升各部門同仁的JIT專業知識與管理技巧，達到省時省力的功能。加上管理者支持，也是關鍵因素。
五、個案公司實施JIT生產方式後，對於庫存、成本、績效、品質皆有明顯改善，於2008年個人產值目標更朝1410萬元邁進，本研究所整理之關鍵要素可供業界參考使用。
六、JIT的精神就是「把必要的產品、只有必要的量、在必要的時間生產」。個案公司經由儲料架作緩衝區，調節異常變數所造成的停工，達到工程內平準化以固定的節奏生產。JIT並不需侷限零庫存，配合企業環境可作靈活應變，此作法可供業界參考採用。

Looking back to the development of rubber industry in Taiwan, with pricing competition from China and India etc. as well as the crude oil cost increasing pressure, worldwide rubber conveyor belt market is toward to unfavorable situation.
The rubber conveyor belt consists of synthetic fabric and rubber which are petrochemical material, so the cost is related as closely as crude oil cost. In January 2008, the crude oil cost even is up to USD100 per barrel. TOYOTA Just In Time (JIT) production system is a saving cost activity based on various improvement cores, in order to eliminate completely all possible waste inter the enterprise. Therefore, JIT production mode can increase the production capability, reduce cost, increase the company profit as well as enterprise competition advantage.

This research is taking example from Hsin Yung Chien Co., Ltd. who puts JIT into effect, studying the key factors required for implementing JIT production system with a view of the management, the enterprises can make a reference to it when they plan to implement JIT system in order to upgrade the domestic industry, giving a new consideration to the enterprises, enabling them to make improvement from internal environment, upgrade the enterprises constitution; from eliminating the waste to improving the process, and realize the creation of value.

The results of this research are as below:
1. The sampling carries out the mode of JIT that related to the rubber conveyor belts industry bred three critical segments individually as : Resource Assistance, Organization Culture, and JIT Activity. The result of the entire analysis is able to provide the individual as a blueprint to master the promotion of JIT.

2. Making the problems emerged from JIT skills and tools. As a motive force to improve enterprise continuously that every member excludes waste thoroughly, enhance the competition as well as the raise of the fulfillment and performance as time goes by.

3. The achievement of eliminating completely the waste will not be done unless company improves its producing process from bottom to high rank through certain small developing unit supported by other departments with a strong advancing attempt as a foundation of organization culture.

4. To activate the interior of the Enterprises by receiving the guidance of the counselor. It can help better coworker professional JIT knowledge and management skills to save time and energy. The support from manager is also a key point.

5. The sampling has progressed obviously not only on stocks, costs, achievements, and quality but also forges ahead the goal of individual value of output of NT$14.10M of 2008. The key elements of this research can be a reference to related rubber industry.

6. The spirit of JIT is “ TO PRODUCE WITHIN NECESSARY TIME WITH NECESSARY PROUDCTS AND NECESSARY QUANTITIES “ The sampling by using storing rack as buffer to adjust the down time which caused of usual occurrence to achieve the standard fixing the rhythm of production. JIT is not limited to ZERO stock. It can be flexible to match with the Enterprises that refer to.

中文摘要 .................................................. I
英文摘要 .................................................. II
誌 謝 .................................................. IV
目 錄 .................................................. VI
表目錄 .................................................. VI
目錄 .................................................. VI
第一章 緒論
第一節 研究背景與動機 ................................. 1
第二節 研究目的 ....................................... 4
第三節 研究流程 ....................................... 5
第二章 文獻探討
第一節 JIT生產方式形成的背景........................... 6
第二節 豐田即時生產管理系統的定義...................... 12
第三節 豐田生產方式的基本思想.......................... 14
第四節 豐田生產方式的架構.............................. 20
第五節 推行JIT關鍵因素之探討........................... 42
第六節 實行JIT生產系統的利益........…................. 53
第三章 研究方法
第一節 研究架構....................................... 56
第二節 研究對象....................................... 57
第三節 個案研究法..................................... 58
第四章 個案探討
第一節 產業的現況與發展............................... 61
第二節 公司簡介....................................... 64
第三節 產業競爭分析................................... 72
第四節 JIT應用及效益.................................. 80
第五章 結論及建議
第一節 研究結論.......................................100
第二節 研究建議.......................................103
第三節 研究限制.......................................104
第四節 未來研究方向...................................105
參考文獻................................................ 106
表目錄
表 1-1 國際原油價格...................................... 2
表 2-1 七大浪費種類及產生問題點.......................... 18
表 2-2 JIT實施問題彙總表................................. 44
表 2-3 JIT實施關鍵因素................................... 52
表 2-4 JIT生產系統的利益................................. 55
表 4-1 台灣橡膠輸送帶生產銷售表較........................ 63
表 4-2 個案公司營業比重表................................ 66
表 4-3 商品及服務項目型.................................. 67
表 4-4 營業及穫利明細.................................... 68
表 4-5 全世界輸送帶營業額排名............................ 71
表 4-6 個案公司小組改善組織架構.......................... 83
表 4-7 壓延機線速標準.................................... 93
表 4-8 壓延機生產排定表.................................. 95



圖目錄
圖 1-1 本研究之研究步驟.................................. 5
圖 2-1 七種浪費.......................................... 18
圖 2-2 門田安弘(1987)豐田生產體.......................... 22
圖 2-3 張富士夫(2001) 豐田生產制度架構屋................. 24
圖 2-4 JIT生產系統導入程序...............................41
圖 2-5 JIT實施三階段.................................... 48
圖 3-1 研究架構.......................................... 62
圖 4-1 橡膠輸送帶製造流程................................ 70
圖 4-2 公司品質概念及文化的演進.......................... 82
圖 4-3 製程品質管制系統.................................. 85
圖 4-4 換模作業的改善步驟................................ 87
圖 4-5 壓延機換線時間改善推移............................ 87
圖 4-6 改善前產線佈置.................................... 89
圖 4-7 改善後產線佈置.................................... 90
圖 4-8 批量生產與流動生產................................ 90
圖 4-9 在製品儲料架流程圖................................ 91
圖 4-10 標準製程改善架構................................. 92
圖 4-11 壓延機人員作業分配時序圖......................... 93
圖 4-12 作業標準流程改善及績效........................... 95
圖 4-13 個案公司看板應用................................. 96
圖 4-14 個人產值成長圖................................... 98
圖 5-1 個案公司推行JIT關鍵因素架構圖....................101

參考文獻
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