隨著全球市場環境的變化與市場競爭的衝擊下,產品交期速度已經成了企業競爭致勝的關鍵,若能作出符合客戶需求的商品、縮短客戶要求的交貨期限、達到更好的產品品質與客戶服務,就能在全球市場環境佔有一席之地。精實的基本想法在於消除浪費,它是追求精實合理、杜絕浪費、提升效率,藉由不斷的改善來趨近完善,許多企業希望藉由精實生產的導入及實施,期望找出與改善生產盲點,消除流程中的浪費,減少不必要的投入,以強化整體的能力,協助企業增強競爭力,提升因應市場變化的靈活調適能力。 精實備料與傳統備料模式有不同的管理思維,本研究嘗試運用精實生產之原理、價值溪流圖分析與精實技術,建立精實倉庫組裝備料導入模式,包含推行前置活動、定義價值、確認價值溪流圖、暢流、後拉式生產、完善等六大改善及執行步驟內容,並以個案公司進行實證,結果顯示精實備料導入模式對該個案具顯著的效益。本文貢獻是能提供少量多樣、個案生產方式的測試載板製造業能在有限資源下,做最有效的資源配置及投入時程,以增加倉庫組裝備料作業的成效。
In order to remain competitive in the rapidly changes business, fulfill customer demands, on time delivery, good product’s quality and good customer services are important factors for manufacturers. Lean Thinking is pursued to eliminate waste, increase efficiency and speed up the respond to requests through continuous improvement. Many companies implementing the Lean Production to find and discard inefficiency as well as eliminate waste in the production flow in order to increase their competitiveness. There are differences in material management between Lean production and the conventional production. This paper proposed a material management in warehouse using the theory of ‘Lean Thinking’, ‘Value stream mapping’ and ‘Lean Technology’. The model includes the lead time activities, value definition, value stream mapping, pull and perfection. A case study is used to verify the proposed model. The significant contributions of this paper are to provide a make-to-order production for a probing board industry and to propose the most efficient reordering and disposing time under limited resources.