豐田生產系統管理的實務關鍵要素─於汽車零件製造業之應用

近幾年來，國內許多企業陸續開始導入豐田生產系統（Toyata Production System; TPS），因為目前日本豐田為全世界日式經營公司的標竿企業，豐田生產管理方式強調以『及時化』及『自働化』的兩大論點，繼而發展出合理化的生產系統，讓企業內部可以排除許多不必要的資源浪費情況，更可以藉此各種的改善活動，來有效的降低企業內部的製造成本。國內許多企業先後引進豐田生產管理模式後，企圖想以此改造本身體質，藉以提昇企業在市場的競爭力以及與客戶間的關係，但是它們並未清楚的去瞭解豐田生產系統的管理方式內函，並非只是用書本上的學術理論去推展活動，更需要輔以實務上的運作改善來做驗證，否則還是會面臨導入失敗的命運。本研究針對導入豐田生產方式的組織架構、實施程序、改善系統及績效評估等四大重點構面，將進行深入探討與分析，找出導入豐田生產方式順利實施成功的正確運作方法與條件。而本研究結果證實，只有深入理解豐田生產方式的基本概念精神─徹底排除一切不合理的浪費，確實掌握此精神才能學得豐田生產方式的精髓所在，藉此達到降低成本與提升企業整體的競爭能力。

關鍵字

豐田生產系統；持續改善；及時化；自働化；資源基礎理論

並列摘要

In recent years, many domestic enterprises have started to import the Toyota Production System (TPS), because of Toyota as the benchmarking for Japanese-style enterprise around the world currently. TPS approach emphasized the concept of「Just in time」and 「Jidoka Autonomation」, and then develop a rationalization of production systems. The concept not only eliminate a lot of unnecessary waste of resources, but also improved a variety of activities to effectively reduce the in-house manufacturing costs. Many domestic enterprises have introduced the Toyota production management mode, attempt to enhance the competitiveness of enterprises in the market as well as customer relationships, but they did not clearly to understand the connotation of Toyota Production System. It is not just academic theory with books to promote activities, moreover, need supplemented by practical to improve the operation, or will face defeat. This study focus on four key constructs: organizational structure, implementation procedure, system improvement and performance appraisal of TPS, which conduct in-depth discussion and analysis, to find the correct operation and conditions of import the TPS. The results of this study confirms that only in depth understanding the Toyota production system of the concepts─the spirit of remove all unreasonable waste completely and learn to master the spirit of the Toyota production system, so as to achieve lower costs and improve their overall competitive capacity.