- 學位論文
拉鏈製造廠導入製造執行系統之研究—以Y公司為例
Research on Introducing MES of Zipper Factory - A Case of Y Company
摘要
傳統產業在面對快速變遷的社會需求及日新月異的生產技術時，往往因作業流程、作業方法、生產環境及設備，仍然停留在數十年前的水平而無法快速對應，甚至錯失良機而失去訂單；即使接到訂單，也因作業流程及方法等因素，導致總生產時間過長造成客戶不滿，在生產時間過長的惡性循環之下逐漸流失訂單。 拉鏈在台灣是擁有悠久歷史的傳統產業之一，其生產工序繁雜且產品款示眾多，生產流程及生產進度管理資訊掌控不易，形成生產管理瓶頸。若能即時掌握生產流程當中之各進度資訊，則可以更有效控管進度及安排訂單生產，並可以對生產線上的問題點做出立即反應；若進而對各作業步驟進行時間分析，則更能找出生產瓶頸點並消除之，以降低生產時間。 本研究以台灣Y公司為個案，探討拉鏈製造廠對製造執行系統(Manufacturing Execution System，MES)的導入及應用。個案公司為日本拉鏈大廠在台灣分公司，是台灣拉鏈製造龍頭之一，設廠已有五十餘年，在這五十餘年當中，雖然歷經資料資訊化、作業流程改造、新設備導入及自動倉儲的引進等有助於提升製造能力的措施，但仍無法因應市場需求多樣化、產品製造難度提升等環境變遷之速度，使得與同業競爭差距逐漸縮短。經過公司重新檢視運作流程與資訊系統總體架構後，決定導入可以透明化製造現場資訊的製造執行系統，以期能全盤掌握製造現場狀況及尋找流程問題點以解決之。 個案在導入製造執行系統之後，歷經四年時間逐一收集製造現場生產資料，經統計後表列出生產流程中之各步驟作業時間、品質管理作業及生產安排等數據，並分析數據尋找可能潛在問題逐一解決；在經比對之後發現對於製造執行系統的導入及應用有正向的顯著效果存在。
並列摘要
Traditional industry faces the social demand of rapid variance and changes with each passing day of production technique, usually because operating procedures, operation tool, produce atmosphere and equipment, still stay around few decade ago, the level and can’t quickly to should, even miss the good opportunity and forfeit the order; Even if receive order, also because of the agents, such as operating procedures and tool...etc., come total production time super -'s lengthways making client dissatisfied, lead in the production time long of vicious cycle under run off the order by degrees. The fastener is one of the traditional industries that owns a long history in Taiwan, it isn't easy to produce sequence red tape and product style to exhibit to the public the polypeptide, work flow and capacity progress supervision information to control it and form the production control bottleneck. If can immediately control among the work flow of each progress information, then can more effectively control the progress and align order the capacity, and the point in issue that can be on-line to capacity commit the proptosis on the spot reaction; If then steering time to each operation step is analytical, then can even find out to produce the bottleneck point and get rid of it, since low production time. This search takes Taiwan Y company as a case, the study pull chain manufacturer is to the guide and appliance that mint the executive system(Manufacturing Execution System, MES).Case company for the Japanese pull chain big plant is in Taiwanese branch office , is one of Taiwanese pull chain fabricaion faucets, establishing the plant already more than 50 years, among these more than 50 years, non obstante experience successively the data information to turn, operating procedures remoulds, new equipments guide and automatic warehousing of introduce etc. to contribute to the performance that lifting the manufacturing capacity, but still can’t respond the market demand diversifications, products fabricaion difficulty to lifting the velocity of etc. change of circumstances and make and shorten with horizontal competition gap by degrees. After company again look - up operation flow and information system intake workinteger frame structure after, decide guide can transparent fabricaion site the fabricaion executive system of information completely control to mint by wishing site condition and seek flow point in issue to clinch it. The case experiences successively four years to one by one collect the fabricaion site produced goods after duct into and minting the executive system, after statistics the table lists each step working hours in the work flow, quality supervision and scheduling of production equal number according to, and analyze the data seek probably latent problem to one by one clinch; Through benelux to after discovery for mint the guide of the executive system and the notable result of the appliance entity forward direction.