製造現場持續改善之個案

HSIUPINGJOURNAL.VOL.18,pp.187-208(March2009)(TPS)S“”“”971001971112ACaseStudyoftheContinuousImprovementonManufacturingSitesTsan-MingChang,Yi-ShengWu,Yi-ChangLi,Bo-JiaHuAbstractIntheindustrialengineeringandmanagementsciencefield,thepurposeof“on-siteimprovementpractices”focusedonhowtosuccessfullyapplythetheoryandtechnologyofimprovementtothepracticaljobsthatwillfacilitateoperatorswiththetoolsforvalue-addedimprovementactivities.Likewell-knownToyotaProductionSystem(TPS),itsessenceisnothingmorethanproductionrationalizationandeliminatingunnecessarywasteandcostreductionaswellasproductivityenhancement.Thekeyfactorsofsuccessareeveryone’sparticipationinthecompanyandimprovementactivitiesincludingcontinuousimplementationofproductionrationalization.ThisstudyisplanningtotaketheexampleofcontinuousimprovementonthemanufacturingsitesinScompany.Firstlyweusethesynchronic“mixed-modellinebalancing”planningtointegratesixindependentlyoperatedworkstationstobecomeastreamlineofon-siteimprovement.Secondly,throughtheimprovementactivities,wereplanteffectivelythefactoryspaceandon-siteinstantmaterials-supplysystemtoreducethewasteofduetotheconfusionofroutesbetweenproductionsitesandwarehousesandthewasteofinventorypiling-upandporterageworking-hours.Inthelaststage,weimprovecompletiondataofeachlotofproducts.Thedatanowiskeyedinbythepersonnelonsiteandtheworkistime-consumingandeasytomakemistakes.Soweplantheimprovementsincludetheusingofbarcode-typeelectronicworkorderandthelinksto“JustinTimeProductionBillboardSystem”thattheanomaliescantoquicklyhandled.Keywords:on-siteimprovementpractices,productionrationalization,continuousimprovement,mixed-modellinebalancing.Tsan-MingChang,AssistantProfessorofDepartmentofIndustrialEngineering&Management,HIT.Yi-ShengWu,StudentofDepartmentofIndustrialEngineering&Management,HIT.Yi-ChangLi,StudentofDepartmentofIndustrialEngineering&Management,HIT.Bo-JiaHu,StudentofDepartmentofIndustrialEngineering&Management,HIT.(Hayes,1978Wheelwright,1984)JuranandGryna(1998)(TOYOTAProductionSystemTPS)(2002)PDCA()Cusumano(1988)Summers(2000)S…PDCACycleRichardson(1997)PDCACycleShewhartSummers(2000)BurrillandLedolter(1999)PDCACycleShewhartCycle1950PDCA(Plan-Do-Check-Act)DemingCycleDemingWheelGitlow(1989)(Study)(Check)(2001)(Standardize)(Check)PDSA(Perigord,1990)(Plan)(Do)(Check)(Action)PDCAPDCA1PDCAPDCAPDCAPDCA1.PDCADaleandOakland(1991)BS5750PDCA(2003)ISO9001ISO14001OHSAS18001PDCAImai(1986)()Crosby(1979)Deming(1986)Summers(2000)Deming(1993)(TheNewEconomics)Imai(1986)Kaizen()(1991)(InnovativeImprovement)(Kaizen)ImprovementBurrillandLedolter(1999)(1998)(AssemblySection)(Burn-inSection)(FunctiontestSection)(HousingSection)AMPL/CPLEXCWITNESSExcel-VBAWITNESS(1991)KilbridgeWesterAgrawal(1999)(PrintedCircuitBoard,PCB)(IndustrialEngineer,IE)(Productionrule)(1999)ARISARISMODELARISMODELmodel(2000)(idletime)(1)(2)(3)(2001)(SystemAssemblyLine)(eM-Plant)(1)7.6%397(2)WIP22.5%1695(3)49%~56%4.3%5%(1)(2)(3)(4)(2001)(1999)(1)(2)(3)(1)(2)(3)(4)(5)(6)(2000)(2000)(2002)SMT272327Simple++()35PCB(1986)(1996)COMSOALRPWMODEL1MODEL2SLAM(1998)(TargetCycletime)(2000)(Cross)UULINGO()S21(3)5L/T22151(4)5ALeaderBC34E5F12DGHI2.1234561CD2F3CF4E5G6CD7CH8()I5L/T221513.LAYOUT4.5.(6)B3D3411C/T373735C/T9.213.0312.21133PPH(97)34.19298.43000/112118/32261/3stopstop211%ABBCCDDEEFC/T393939C/T(/)17.55441.8611PPH(92.3)33.366.6861600/6532.8/1660/11:()7711301.5*30/=4570/*0.5=352:2*2116=70.5/(11%)3:4:Tsan-MingChang,Assistant51233.32121231.334350pcs4500pcs30%67:CCC,C8:PDPD()()()1.354350pcs4500pcs30%2.…(SOP)3.PDCATQM()4.27kg15kg7.[1](2001)-[2](2002)[3](1999)[4](2001)[5](2003)[6](2000)U[7](2000)[8](1991)369~379[9](1991)250[10](1999)[11](2000)[12](2001)[13](1998)[14](1996)151~164[15](1998)--123~128[16](2002)SMTT[17](2000)42~45[18](1986)[19](1999)PCB[20]Burrill,C.W.andLedolter,J.,(1999),AchievingQualityThroughContinualImprovement,JohnWileyandSons,Inc.,NewYork,pp.511-522.[21]Crosby,P.B.,(1979),QualityIsFree,Mc-GrawHillBookCompany,Inc.,NewYork,pp.200-201.[22]Cusumano,M.A.,(1988),ManufacturingInnovation:ALessonfromtheJapaneseAutoIndustry;SloanManagementReview.FALL.[23]Dale,B.G.,andOakland,J.S.,(1991),QualityImprovementThroughStandards,StanleyThronesLtd.,England,pp.19-22.[24]Deming,W.E.,(1986),OutoftheCrisis,MassachusettsInstituteofTechnology,CenterforAdvancedEngineeringServices,Cambridge,MA.[25]Deming,W.E.,(1993),TheNewEconomics,MassachusettsInstituteofTechnology,CenterforAdvancedEngineeringServices,Cambridge,MA.[26]Gitlow,H.S.,Gitlow,S.J.,Oppenheim,A.,andOppenheim,R.,(1989),ToolsandMethodsfortheImprovementofQuality,Homewood,Illinois,pp.18-24,159-162.[27]Hayes,R.H.andSchmenne,R.W.,(1978),HowShouldYouOrganizeManufacturing?HarvardbusinessReview,Jan-Feb,pp.105-119.[28]ImaiMassaaki,(1986),Kaizen:TheKeytoJapan'sCompetitiveSuccess,RandomHouseBusinessDivision,NewYork,pp.25-27.[29]Juran,J.M.,andGryna,F.M.,(1998),QualityPlanningandAnalysis,FourthEdition,McGraw-HillCompanies,Inc.,NewYork,pp.122-128.[30]Perigord,M.,(1990),AchievingTotalQualityManagement:AProgramforAction,ProductivityPress,Inc.,Cambridge,MA,pp.316-319.[31]Summers,DonnaC.S.,(2000),Quality,SecondEdition,PrenticeHall,Inc.,NewJerseyColumbus,Ohio,pp.29-43.[32]Wheelwright,S.C.,(1984),ManufacturingStrategy:DefiningtheMissingLink,StrategyManagementJournal,Vol.5,No.1,pp.77-91.