精實生產在EMS企業之應用—以V公司為例

企業的生存主要決定在競爭力上，隨著全球化的演進與普及，所有的生產方式已經不再有太多的核心技術可言，一樣的東西大家都會生產，一個產品的出現，沒有多久其他的效仿產品就會同步出現。企業的經營環境競爭越來越激烈，尤其是台灣或大陸目前現有所謂的高科技產業，大體上都是勞力密集、資金密集的代工產業，本身並沒有很好的品牌與創新，都是在延續歐美或是日本的產業外包來支撐企業的運作。所以很多EMS工廠在90年代起，就開始導入所謂的精實生產方式，期望能在無法改變大環境的狀況之下，在公司內部可控的範圍去進行一系列的改造與精簡。不論在效率、良率、品質、物料、成本或人員等各方面，努力改善以提高競爭力，因而能在紅海市場中，創造自己的價值，讓企業能永續經營下去。在經過這段時間的實際導入運作中，明確的發現精實生產模式是可以有效的達到強壯企業體質與有效降低成本的結果，提高公司在業界的競爭力。本研究以精實管理的理論為基礎，分析個案公司如何利用精實生產模式不斷地創造自己的價值，以達永續經營。最後並提出一些建議供業界參考。

關鍵字

精實生產

並列摘要

This study investigates how an enterprise created its own value from difficult times and sustained its business based on the theory of simplified management. The survival of an enterprise is mainly determined by the competitive advantages. In recent years, globalization is becoming more and more important, almost all firms worldwide have the abilities and skills to produce similar or same products, therefore, many enterprises launching new products are facing the problems of piracy and copyright. Especially, for the high-tech industries in Taiwan and China, they lack of branding and innovation and rely on the orders from the European, U.S. or Japanese enterprises. Under this kind of situation, a number of EMS (Electronics Manufacturing Services Industry) plants have begun to introduce the lean production system in the 90s, and carried out a series of internal transformation and reduction plans to increase competitiveness, focusing on efficiency, yield rate, quality, material, cost and personnel. In addition, most enterprises are aiming to create their core value and sustain their market position in the red sea market. This study tries to utilize this case study to provide the process and the performance for a company to implement the theory of simplified management in practice in the hope that those who want to improve their performance can learn the experience from this case.