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HUSTIR > College of Engineering > Department of Industrial Engineering and Management/Graduate Institute of Lean Production Management > Theses and Dissertations > Item 310993100/3877

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Title:	精實6S現場流程改善活動實證之研究-以修護工場為例 The site improvement activities with lean 6S strategies – A Case study of a repairing factory
Authors:	王建廷
Contributors:	精實生產管理研究所
Keywords:	精實修護現場改善修護工廠精實6S活動
Date:	2011-04
Issue Date:	2013-11-21T07:39:06Z
Abstract:	精實修護之目的在於「去除每一個修護流程步驟中無效的浪費，以縮短備料的前置時間、降低修護成本、提升交修件品質、創造顧客價值；而6S的推行，則在於提供一處安全舒適的工作環境，以提升人員工作士氣」，達到滿足客戶需求之目的。。但一般企業往往由於資源不足、資訊缺乏，而且也無法立竿見影，馬上獲得相對的財務績效，因此；對於精實修護管理之推廣與應用較不普遍，即使有，多數的探討也是針對生產線，對修護工廠的探討著墨甚少；本研究在於探討修護工場導入精實修護生產結合6S活動之可行性；在導入執行的同時，即考慮以既有的資源結合未來之需，並針對修護工場平常較易疏忽的工廠安全、整理、整頓，作為改善之首要任務，採評估、驗證其改善之成效，做為本研究之目的。執行成果如下：一、將修護器材物料供補流程標準化，以時效獲補考量為先，顧客需求價值為重，以BOC（Basic Order Contract）案，整合原有的器材獲補流程，有效縮減修護器材獲補時程，使交修件達成於75天內完工，準時撥交。二、修護工場工作空間能有效利用，定期的機械設備維護管理發揮作用，物品放置適所適量，計畫修護量及非計畫修護量更穩定，使年度交修件完成比率也從94.80%提升到99.48%。三、精實6S現場改善活動創造了人性化、安全化的工作環境，不僅使工廠的修護工作合理化，進而提昇企業整體的修護生產力，以引擎翻修為例，平均每台有效縮減工時為56小時，約佔12 % 。 The purpose of Lean Maintenance is to remove of the waste during every step of maintenance, in order to shorten the preparation of time, lower repair cost, enhance the quality of delivery goods, and create more value of customer. Promotion of the 6S is to provide staff a safety working environment, encouraging staff at the expectation of job duty, also to satisfy the demand of customer.However, for general company, which cannot see the result on the financial affairs immediately due to insufficient resources, and lack of information. Therefore, it is less common to promote and apply the management of certainty maintenance. If any, of the majority is for the production lines, it is seldom to discuss on the part of factory repair；The purpose of this study is to discuss the feasibility of factory repair into certainty manufacturing combine with 6S; at the period of performance, the combination of existing resources and future needs is major consideration, and also focus on routine of factory repair which may easier for ordinary negligence in factory safety and management as top priority. To evaluation and verification is the effective improvement as the purpose of this study. Following result: 一、To standardize the process of equipment repair, effectiveness will be the first consideration, also the value of customer demand. According to BOC（Basic Order Contract）,to coordinate the process of original equipment repair, it is effective for shorten the period of equipment repair. To achieve customer requirement of equipment repaired in 75 days. 二、Effective using the space of factory repair, management of equipment maintenance regularly, items placement suitable, stabilization on planed amount of repair and non-planed, so that the rates of repair parts increase from 94.80% to 99.48% annually. 三、Lean 6S-site improvement activities to create a user-friendly and safety working environment of not only the rationalization of the factory repair work, thereby enhance the overall productivity of the company. For example; engine repair, the average of 56 hours in effective reduction per working unit in an hour. About Occupy 12% .
Description:	指導教授:陳献庚
Appears in Collections:	[Department of Industrial Engineering and Management/Graduate Institute of Lean Production Management] Theses and Dissertations

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