鋁合金輪圈業導入豐田生產方式關鍵因素之研究

Key Success Factors of Toyota Production System in Aluminum Alloy Wheel Industry

張林燁(Lin-Yeh Chang)

指導教授 ： 邱榆淨

中原大學/商學院/企業管理研究所/碩士(2008年)

https://doi.org/10.6840/cycu200800402

摘要

摘 要
鋁合金輪圈為汽車重要的機能零件，1980年代台灣的鋁合金輪圈產業曾經輝煌一時，非但為台灣創造大量的外匯收入，也為台灣民眾帶來了許多就業的機會。但是隨著大陸同業的崛起、原材料的價格高漲，台灣鋁合金輪圈產業逐漸的褪去昔日的光芒，落入為生存而掙扎的境界。
豐田生產方式(Toyota Production System, TPS)是前豐田汽車副社長大野耐一先生於三十幾年前開始發展出來的一種革新的生產管理系統；此系統不僅在汽車組裝獲得優異的成效，更被認為是今後具備無比潛力的嶄新生產管理方式。
豐田生產方式是由「剛好即時(Just In Time)」與「自働化(Jidoka)」，兩大支柱所構成，其展開手法如作業標準化、設備自働化、平準化、後工程領取等已為一般人所熟知，但是若要真正的落實豐田生產方式的精神，必須透過持續不斷的改善活動、徹底排除浪費，才是豐田生產方式的精髓。
或許台灣的鋁合金輪圈產業可以藉助導入「豐田生產方式」，增強產業的競爭力、再創產業的高峰；本研究希望藉助導入研究「豐田生產方式」的成功關鍵因素的研究結果，作為協助台灣鋁合金輪圈產業改變體質、提升競爭力之參考。
本研究透過文獻回顧，歸納整理出不同產業，導入豐田生產方式的關鍵要素，再以層級分析(Analytical Hierarchy Process, AHP)建立層級架構(Hierarchical Structrue)、設計問卷；透過對台灣鋁合金輪圈產業23家公司進行問卷的發放與回收，研究結果如下：
台灣鋁合金輪圈產業導入豐田生產方式的比例，與其他汽車零部品產業相較有偏低的傾向。生產管理能力與工程及技術能力為受訪者最為重視之構面(另兩項則依序為客戶與供應廠商管理能力、組織與人事)。
台灣鋁合金輪圈產業於導入豐田生產方式時，普遍疏於員工的教育訓練，此一現象對於產業競爭力的提升與永續的發展非常不利；對於有意導入TPS或導入中的企業，應對員工的教育訓練及意識改革，規劃更完整的方案，以期能更成功順利的導入TPS。

關鍵字

鋁合金輪圈 ； 豐田生產方式 ； 及時化 ； 層級分析法 ； 自?化

並列摘要

ABSTRACT

Aluminum alloy wheel is an important functional part in automobile. In year 80s, aluminum alloy wheel industry in Taiwan used to have a period of great prosperity in business, which not only created a huge amount of foreign exchange, but also brought a plenty of employment opportunities to the local people in Taiwan. However, due to the emerging of competitors in Mainland China and the soaring of raw material price, aluminum alloy wheel industry in Taiwan has been gradually losing its brightness and has fallen into the adversity of struggling for survival.

Toyota Production System (TPS) was a revolutionary production management system developed by Mr. Oono, the former Vice President of Toyota Motor Company, 30 some years ago. This system has obtained excellent performance in car assembly field, and has been deemed as a brand-new production system with immeasurable potentiality.

TPS is constituted by two major poles – Just in Time (JIT) and Stop-Reject Automation (“Jidoka” in Japanese pronunciation), and is operated by a series of methods, such as Standardization in Operation, Stop-Reject Automation (Jidoka) in Equipments, Equalization in Production, Pull System in Flow…etc, which ordinary people have been familiar with. However, to fulfill the real spirit of TPS has to go with the activities of continuous improvement (Kaizen) and thorough elimination of waste (Muda). They are the essence of TPS.

This research, by reviewing the published papers, summed up the Key Successful Factors (KSF) of introducing TPS in different industries, and then used Analytical Hierarchy Process (AHP) to build hierarchical structure and designed the questionnaire. Processing the questionnaire through 23 different wheel manufacturers in Taiwan, the results show as in the following:

The percentage of introducing TPS amid aluminum alloy wheel industry is relatively lower than other automotive component industries in Taiwan.

Capability of production management, engineering and technology are the most important aspects deemed by the interviewed companies. (the next two items by sequence are management capability of customers and suppliers, and organization and personnel.

When introducing TPS, aluminum alloy wheel industry in Taiwan paid less attention on education and training, which is disadvantageous to enhancement of competitiveness and continuation of development. For those enterprises who are willing to introduce TPS or who are in process of introducing TPS, in order to be successful, it is essential to have better schemes of education and awareness revolution for TPS.

並列關鍵字

Toyota Production System (TPS) ； Aluminum Alloy Wheel ； Just In Time (JIT) ； Jidoka ； Analytical Hierarchy Process (AHP)

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