隨著國際整體經濟環境的快速變遷，過去傳統產業大量生產的策略缺乏彈性，與目前少量多樣的顧客需求相衝突，企業需朝向低成本、高品質、高彈性與短交期等方向持續追求改善。目前空調產業已達到產品週期之成熟期，產業競爭更加激烈，要想從中獲得利潤，如何減少生產中的浪費及縮短產品交期成為一大課題。豐田式生產系統強調以顧客需求為主，以即時生產及自働化兩大支柱應用平準化、看板拉動等手法，發展出能夠應付多樣少量的生產系統，追求零庫存，減少浪費，以降低成本，成為大多數產業轉型的參考。本研究以周健等（2015）期刊的暖通空調案例進行研究，期刊中導入單件流、平準化、看板及CONWIP等改善在製品數。本研究承續舊有改善項目，應用價值流圖分析尋找問題後導入豐田式生產系統，並以系統模擬工具輔助，模擬後的數據分析結果顯示導入成品庫存及導入主線拉動附線方式生產，在本研究中能夠有效的降低訂單流程時間及生產中的浪費。

Due to a rapid change in the global economic environment, the traditional mass production strategy is inflexible and often conflicts with small-volume, large-variety customer demand. Therefore, companies must pursue a low-cost, high-quality, high-flexibility, and short-delivery-time method for improvement. At present, the air-conditioning industry has reached product cycle maturity, and the industry competition is more intense. To obtain profits from it, determining how to reduce waste in production and quicken product delivery has become a major issue. Toyota Production System focuses mainly on customer demand. Its immediate automation production relies on internal levelization and Kanban pulling methods, which were developed into a program to control small but diverse quantity production, reduce costs, and eventually aim toward zero inventories. This study takes the air conditioning manufacturing in Zhou Jian et al. (2015) as a case, which imported one stream production, levelization, Kanban pulling and CONWIP to improve WIP quantity. This study inherits the old improvement projects, applies value-stream mapping to find the problem, and then introduces the Toyota production system. Additionally, with the aid of the system simulation tool, the simulated data analysis results show that the finished product inventory is imported and the main line is pulled to produce the line. In this study, the order process time and waste in production can beeffectively reduced.

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