從精實管理到推動工業4.0之挑戰－以W公司S廠為例

面對勞力銳減、成本上漲、產品生命週期短、客製化訂單、少量多樣等課題，製造業共同願望不外乎是做到工時縮短、產能提高、提升品質、壓低成本等來滿足市場變化。因應此趨勢，美國提出「先進製造夥伴計畫（AMP）」，德國提出「工業4.0計畫」等重量級政策，而台灣結合兩者優勢，以精實管理為基礎來推動「生產力4.0」政策，提升企業客製化優異品質與交期短之能力。本研究以一傳統電纜廠為研究個案，在「生產力4.0」的核心理論架構下，透過自我診斷瞭解精實管理的程度，是否足以因應工業4.0的浪潮。並藉由初級與次級資料的蒐集探討個案公司推展工業4.0的情境脈絡下的活動性質，以瞭解推展過程中與理想的落差，嘗試為個案公司找出推行工業4.0的具體的架構與做法，並期望將研究結果，應用於個案公司的其他事業部或相同類型的企業，瞭解企業因應工業4.0的模式。歸納研究結果，不管未來工業科技發展到何種程度，管理的核心仍然沒變，還是合理化、標準化、資訊化，而合理化的本質就是排除浪費，跟豐田式生產的觀念一樣。工業4.0只是刺激管理流程精實化，也就是說由系統來消彌人為因素的影響，把人為的判斷機制降至最低，以系統性的管理架構提高生產排程的即時性、準確性、可預測性的境界。

關鍵字

工業4.0 ；精實管理；豐田式管理

並列摘要

In the face of the sharp decline in labor, rising costs, short product life cycle, customized orders, and a small number of diverse issues, the common desire of the manufacturing industry is to shorten the working hours, increase production capacity, improve quality, and reduce costs to meet the market. Variety. In response to this trend, the United States proposed the "Advanced Manufacturing Partner Program (AMP)", Germany proposed the "Industry 4.0 Project" and other heavyweight policies, and Taiwan combined the advantages of both to promote the "productivity 4.0" policy based on lean management. To enhance the company's ability to customize the quality and short delivery time. In this study, a traditional cable factory was used as a research case. Under the core theoretical framework of "Productivity 4.0", it is sufficient to understand the degree of precision management through self-diagnosis. Through the collection of primary and secondary data, the case companies will explore the nature of the activities under the context of Industry 4.0 to understand the gap between the development process and the ideals, and try to find out the specific structure and practices for implementing the Industry 4.0 for the case companies. It is expected that the research results will be applied to other business units of the case company or the same type of enterprises to understand the model of the enterprise in response to Industry 4.0. Inductive research results, regardless of the extent of industrial technology development in the future, the core of management has not changed, or rationalization, standardization, information, and the essence of rationalization is to eliminate waste, the same as the concept of Toyota production. Industry 4.0 only spurs the management process to be refined, which means that the system will eliminate the influence of human factors, minimize the artificial judgment mechanism, and improve the immediacy, accuracy and accuracy of the production schedule with a systematic management structure. Predictive realm.