企業正面臨如何在有限的資源與時間,利用有效工具突破現有狀況,讓流程或組織運作更有效率,進而提升品質,縮短交貨日期,成為當今企業提昇競爭力的重要課題。本研究提出一種新的應用手法,整合限制理論( Theory of Constraints,TOC) 找出生產流程的最大瓶頸與運用K-T( Kepner-Tregoe )手法中的3W1H(何物、何處、何時、何量),以及 IS/IS NOT(是/不是)來分析各種可能原因,並尋求瓶頸問題的解決方案,進而應用於精實生產模式,來協助企業有效而快速地處理緊急日常生產管理問題。最後,本研究以FS公司生產精密橡膠製品工廠為實證,在推動實務性改革工作中,成功地改善製造及管理流程,由個案FS公司總體生產準時交貨達交率78.4%提昇至91.4%,證明改革成效良好。
Abstract: Enterprises are now faced with limited resources and time, on how to break the current situation by using an effective tool, so that processes or organizations can operate more efficiently, and thus improve qualities and shorten the delivery period. It’s an important issue as today's enterprises seek to enhance their competitiveness. This study proposes a new application methods, integrating theory of constraints (Theory of Constraints, TOC) to identify the biggest bottleneck in the production process and application of 3W1H (what, where, when, where and volume) in KT (Kepner-Tregoe) method, as well as IS / IS NOT (Yes / No) to analyze possible causes and seek solutions to the bottleneck, and solving into lean manufacturing model to help enterprises to effectively and quickly deal with urgent daily production management issues. Finally, in this study, we took the FS company (factory that produces precision rubber products) as evidence of a pragmatic reformation that were effectively carried out. Their success in improving manufacturing and management processes. For the FS Company under case study, the overall punctual deliveries are improved from 78.4% upward to 91.4%. As such, reform success is clearly testified.