訂單式生產導入供應商看板系統之應用與探討－以某汽車零件廠為例

Deplaying of the Supplier Kanban System for the Make-to-order Production－A Case Study of an Automotive Parts Company

許秀如(Hsiu-Ju Hsu)

指導教授 ： 丁慶榮

元智大學/工程學院/工業工程與管理學系/碩士(2011年)

https://doi.org/10.6838/YZU.2011.00033

摘要

自從2002年，台灣汽車產業加入世界貿易組織(World Trade Organization, WTO)後，使得汽車零組件業者面臨內需市場萎縮、高存貨風險及中衛體系運作出現成本與獲利失衡的現象，造成汽車零組件業難以永續經營的生存危機；因此，個案公司有鑑於整體產業供應鏈環境的變遷、消費型態的改變、產品的多元化及技術的日新月異等衝擊，積極導入「供應商看板系統」，藉此達到降低成本、減少浪費以增加公司的獲利空間，進而達到整合及管理應鏈的目的，使供應商交貨趨於平準化。
企業導入「看板系統」主旨在朝向成本降低、品質提升、交期縮短、多樣少量的及時(Just-in-time, JIT)交貨方式的目標前進，除了滿足客戶的交期、縮短交貨前置時間外，也能間接提升企業整體競爭力。基於此動機，以個案公司為實證案例，配合客戶的產品多樣化、交貨即時化的需求，透過數學模式及個案公司以不同週期為計算基準，比較分析兩者之間看板張數產生之差異性，並提供適當之建議方案做為個案公司改善的評估與參考。因此，為瞭解導入「供應商看板系統」的實質效益，個案公司訂定7項績效指標(Key Performance Indicators, KPI)：供應商月平均請購數量、庫存週轉天、倉儲空間面積、客戶交貨達成率、供應商交貨達成率、廠內停工待料次數、及存貨金額等，做為評估「供應商看板系統」導入前後的效益結果實證分析。
透過7項評估性指標在導入前及導入後的比較，經由導入「供應商看板系統」，各KPI均有明顯的改善，尤其在供應商的達交率可以提升至99.5%、倉儲空間面積節省25.5%，顯見其成效良好。未來將規劃工廠內部製程間的「領料看板」導入，希望能貫徹「JIT的理念」及徹底發揮「看板系統」的功能。

關鍵字

供應商看板 ； 及時交貨 ； 供應鏈 ； 汽車業 ； 績效指標

並列摘要

Since Taiwan joining the World Trade Organization (WTO) in 2002, the automotive industry faces fierce competition in the market. The recent economic downturn further reduces the demand in recent years. The major automotive assembly plants still ask their major suppliers to follow the just-in-time delivery to the factory. Facing such supply chain changes in automotive industry, the case company would like to deploy the “supplier knaban system” for suppliers’s delivery to the factory. The objectives are to reduce the costs, increase the on time delivery rate of the suppliers, and better manage its own supply chain.
The kanban system has been investigated by many researchers since its introduction in 1980s. The main component in the kanban system is the kanban cards. It tells the supplier when and how much should be delivered to the production facility. The benefits of applying the kanban system are cost reduction, quality enhancement, lead-time reduction, and customer satisfaction improvement. The number of kanbans can be obtained from the basic formula. However, the case company cannot apply it directly due to that some of its suppliers cannot deliver multiple times in a day, and safety stock consideration. In this research, we will compare the difference between the number of kanbans obtained by the formula and with the practical consideration. To deploy and evaluate the “supplier kanban system”, seven key performance indicators (KPIs) are defined to measure the benefits of such a system. These KPIs are: monthly average purchasing quantities, number of inventory days, warehouse spaces requirement, fulfillment rate to customers, fulfillment rate of suppliers, number of times in material stockout, and inventory carrying cost.
From the evaluation of 7 KPIs, the benefits of deploying the “supplier kanban system” are significant. Among them, the suppliers’ fulfillment rate improves from 96.9% to 99.5%, and warehouse spaces requirement for components are reduced by 25%. Based on these results, the case company now conducts a feasibility study on applying the “withdrawal kanban system” in its production line.

並列關鍵字

Key Performance Indicators ； Supplier Kanban ； Just-In-Time ； Supply Chain ； Automobile Industry

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