| 摘要: | 企業的永續經營將是建立在持續的經營獲利下。面對全球市場與經營環境的轉變
、產品生命週期的縮短，以及產業升級和轉型的需求下，企業不僅要有良好的經營策略，也必須加強管理能力及持續不斷改善，才能在嚴峻的競爭環境下生存。本研究認為企業在轉型前，精實思維將是加速升級的重要推手，因其並非只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，提高整體的營運績效。個案公司面臨原料與人工成本雙重上漲壓力下，近年持續評估將生產線移往東南亞人工成本更低廉的地區，而這只是不斷逃離戰場，企業生命如何能長久?「危機就是轉機」，當別人看到壓力，而你看到的是機會；只要能適時調整，便不會被淘汰。
本研究以中小型製造業為例，在顧客導向的市場下，生產型態由「大量生產」轉變為「少量多樣」，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，因而進行改革以滿足顧客需求與提升競爭力。探討從內部管理面著手，配合個案公司文化與制度，以精實思維為核心，分析個案營運現況與檢討現行管理流程，擬定合適的改善方法及與策略，搭配豐田生產的改善技巧和經驗，以及精實生產排除浪費的精神，引導企業推動改善活動，提高活動的執行率與成效。最終，提供日後企業在導入精實生產時做為策略及推動參考。經個案實證研究結果顯示，應用精實生產使製造部生產效能由66.4%提升至72.9%；作業效率由74.6%提升至84.0%；現場精實作業改善每年可節省成本約NTD 1,024,587元；庫存週轉天數由68天下降至48天；呆滯庫存金額減少NTD 4,182,394元。
For Corporation , sustainability is rely on continual profit.Owing to the business was transition moreover globalization, and the product life cycle became shorter, and the industries were requested for upgrade; a company is not only need a good strategy but also need a good management to compete against others. Lean Thinking is not only focus on break wasteness or production efficiency. It is an overall method which is going to aid industries to go up. That is why Lean Thinking is the core of my study and through it will promote corporative benefit. The Company which I learned confronted by material price and wages increase, so that company need evaluate migration to Southeast Asia for reducing cost. But running out is a negative way! How enterprise can exist? "Crisis is a turning point,” When others get a pressure, in the other hand, you will get an opportunity. If you adapted yourself you would be a winner.
For example, the small and the medium enterprises had varied merchandise, lower selling price, quality awareness, manufactured cost increase problems. Therefore, as a report, revolution is the sole way to prevail over the fickle market. The study is accounting to the Lean Thinking, also concert company culture and system to analyzing advantage and disadvantage. Following, we basis of Toyota Production improvement and Lean Production skills to draw up some tactics, which to lead Enterprises to implement improvement activities. This successful case shows that the application of lean manufacturing enable Manufacturing production efficiency increased from 66.4% to 72.9%; operating efficiency increased from 74.6% to 84.0% ; around cost down NTD1,024,587.- Beside that, the inventory turnover days decreased to 48 days from 68 days; sluggish inventory reduce about NTD 4,182,394. |
