應用精實生產解決個案公司終檢課生產問題

U公司-S廠主要生產產品為IC Carrier，2018年度開始，市場對載板的需求大增，因此客戶的訂單在短時間拉高其需求，U公司也期許營利斬獲新高以及努力擴充打破產能限制，但是過段時間發現事實情況並不如預期，反倒是生產成本的增加，客戶的回饋訊息，抱怨與客訴內容交期延遲的案件不斷增加，已嚴重影響公司的競爭力。我們組織了專案小組進行現況掌握，由初步的調查數據看到，再製品有堆積嚴重現象，並且主要堆積在某製程段前待作業，並且當製程站每日的產出數量無法達成，生產管理部門依客戶需求量訂定的目標，客戶反應交量不足問題給予業務極大壓力，迫使讓不足的產能進行外包作業，且外包的數量因客戶需求不斷拉升，造成產品的成本逐步上升。精實管理，最早於日本豐田企業，其核心理念在於以客戶為導向的生產，並且建立價值溪流，來觀察具有價值的作業項目，並且期將生產中作業浪費，分別列舉七大項，豐田企業於1980年代運用此管理精神與方法，成功在美國市占率達到30%，至今豐田企業也是名列全球排名的偉大企業。 U公司運用精實管理思維改善目前的產能瓶頸問題，將原本每日產量極限17,000單位提升至20,000單位以上，滿足生管目標與客戶需求且解決生產成本惡化等問題，使客戶信賴度增加並且強化企業的競爭力。

關鍵字

產能瓶頸；客訴；精實管理；豐田企業；七大浪費

並列摘要

The main product produced by U Company-S Plant is IC Carrier. Since 2018, the market demand for carrier boards has increased dramatically. Therefore, customer orders have increased their demand in a short period of time. U company is also expected to hit a new high profit and strive to expand production capacity restrictions. For a while, it was discovered that the facts were not as good as imagined. On the contrary, the increase in production costs, customer feedback, customer complaints and complaints about delayed delivery have continued to increase, which has seriously affected the company's competitiveness. We organized a working group to grasp the current situation. According to the preliminary survey data, the accumulation of re-products is serious, mainly in front of a certain process section to be operated, when the daily output of the process station does not meet the requirements. Basics of production management The goals set by customer needs and customer complaints about delivery problems have brought tremendous pressure to the business, forcing production management to start capacity outsourcing business, and the number of customer demand outsourcing continues to increase, resulting in a gradual increase in product costs. Lean management originated from Toyota Corporation in Japan. Its core concept is to focus on customer-oriented production and establish a stream of value to observe valuable work items, and to waste production operations. List seven items separately. Toyota Corporation Using this management spirit and method in the 1980s, it succeeded in reaching a market share of 30% in the United States. Today, Toyota is also a great company in the global rankings. U company uses lean management thinking to improve the current capacity bottleneck problem, increase the original daily production limit of 17,000 units to more than 20,000, meet production management goals and customer needs, and solve problems such as deterioration of production costs, increase customer trust and strengthen the company Competitiveness.