混合推式生產與豐田JIT生產管理模式之研究－以汽車售服零件生產製程為例

面對全球性的市場自由競爭，顧客需求的變化，製造業面臨少量多樣、訂單交期縮短、價格滑落等狀況，如何擺脫競爭對手面對強勢的買方市場，以低成本提供顧客滿意之品質的產品，始終是一個議題。大部分的製造執行系統（Manufacturing Execution System, MES）研究文獻偏重於導入豐田生產方式的拉式生產管制系統，很少文獻在探討如何整合拉式與推式之製程管理。本研究結合推式生產與豐田JIT生產之相關文獻，以汽車售服零件製造商為例，探討推式生產與豐田JIT生產混合運用之理想生產方式，實現少量多樣生產、持續改善的製程管理模式，使整個生產系統更具有效率。本研究透過使用P－Q分析圖、80/20法則、與經驗法則進行製程作業價值分析，檢討作業物流、資訊流、與製程群組庫存緩衝店面（Decoupling point, 減震點）管理機制，決定推式生產與拉式看板制度生產之界線；並對整備時間、換線換模時間、與設施佈置管理等專案進行持續改善措施與機制，達到消除浪費、降低成本的目標，得到一個可接受的生產管制系統。本個案研究推導過程、方法、以及衍生之管理意涵，期能作為其他產業、不同規模企業以及後續研究者之參考。

關鍵字

推式生產模式；豐田JIT生產模式；持續改善；製造執行系統；減震點

並列摘要

Nowadays, the customers’ demand changes rapidly because of the continuous global economic depression and free competition from market. It also causes the manufacturers have to deal with the situations of diverse but less quantity demand, shorter lead time orders and huge price erosions. The issue for manufacturers is how to satisfy the changing buyers’ market by providing the superior quality and low cost product timely. Most of papers currently are all focusing on how to implement “Toyota Production Mode,” but integratint the push- and pull- manufacturing system. Based on this motivation, this research uses a manufacturer as a empirical case and combines the technical literatures of “Push-System” and “Toyota JIT （just in time） System” to investigate the ideal production solution by the mixture of above two systems. This solution shall fulfill the targets of customer satisfaction, minimum learning expense, execellent quality of product, waste reduction and continuous improving/effective processes for diverse but less quantity demand by producing in precise quantity and on-time and correct destination delivery. This solution shall be referred by other enterprises. This study determines the discrepancies between push-system and signboard management system by using the P-Q (product-quantity) analysis charts and critical 80/20 principle; in additional, to analyze the processes with value added and non value added, implement inventory buffer section management, shorten lead time of line or mold change preparation, adopt diverse but less quantity production, rationalize the layout of manpower and facilities and manage logistic of inventory to meet the targets of waste reduction and cost down. In this way, we can establish an ideal production system.