工具機製造業導入協作式接單服務之探討--以沖床製造廠商為例; THE STUDY ON COLLABORATIVE ORDER AND SERVICE IMPLEMENTATION IN TOOL MACHINE INDUSTRY – BASED ON AN EXAMPLE OF PRESS MANUFACTURER

NCU Institutional Repository > 管理學院 > 資訊管理學系碩士在職專班 > 博碩士論文 > Item 987654321/13391

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题名:	工具機製造業導入協作式接單服務之探討--以沖床製造廠商為例;THE STUDY ON COLLABORATIVE ORDER AND SERVICE IMPLEMENTATION IN TOOL MACHINE INDUSTRY – BASED ON AN EXAMPLE OF PRESS MANUFACTURER
作者:	江芳明;Fang-Ming Chiang
贡献者:	資訊管理學系碩士在職專班
关键词:	工具機;協作式;模組化;流程改變;精實;TOC;tool machine;TOC;lean;processes change;modularization;collaborative
日期:	2009-06-24
上传时间:	2009-09-22 15:30:42 (UTC+8)
出版者:	國立中央大學圖書館
摘要:	在全球經濟快速發展的近年，成型工具機製造業的重點客戶市場，由一般沖壓件產業，轉向3C產業及汽機車零件產業，這些客戶要求快速、低價、精確的產品與服務，使得產業因此面臨許多困難，例如：企業獲利能力普遍皆不佳、交期無法滿足客戶需求、服務成本逐年大幅增加。　　為了提升公司競爭力與獲利能力，個案公司透過導入協作式接單服務系統，由業務接單、產品研發、服務維修三方面著手改善，提出搶攻新興市場、提前出擊來拓展接單速度與獲利，將零組件標準化、模組化以增加研發設計速度並減少錯誤和罰款，教育客戶自助維修、鼓勵老舊機台維新、主動維護即將故障的零組件。　　藉著一連串的措施，個案公司雖然經歷了重要參與人員離職、後繼員工認知不足、流程改變的組織對抗等問題，最後仍能改善流程的缺失、建立有效流程，深化模組化零組件建立工程，達到提高門型機種銷售比例、縮短規格確認時間、縮短機台交貨期、提高服務備品周轉率、縮短故障確認時間與維修完修期等等的量化目標。並於其後成立常態性的零組件模組化小組、精實小組、TOC推動小組，推動公司持續朝向製造服務業邁進。　　In the rapid development of the global economy in recent years, the key customers of forming tool machine industry vary from general industry to 3C industries and automobile spare parts industries. Customers need fast, low-cost, precision products and services, that makes tool machine industry therefore face with many difficulties, such as: corporate profitability in general is poor, unable to meet customer requirements of delivery, a substantial increase in the cost of the services. 　　In order to improve company's competitiveness and profitability, through collaborative orders and service system, the company takes action from sales order, product development, maintenance services to improve, and get into new markets to expand in early-involvement orders to speeding order taking and gaining more profits, standardize and modularize parts and components in order to increase the speed of research and development and to reduce the errors and penalties, training customers of self-maintenance and encourage restoration of old tool machine and take the initiative to safeguard the upcoming fault components. 　　Through a series of actions, the case company although experienced a significant departure of major colleagues, lack of know-how of subsequent staffs, the resistance of organization due to processes change, and finally managed to improve the faults of processes, establish effective processes, deepening the creation of modular components establishment project, to achieve raising the ratio of door-type models sales and shortening the confirmation time of specification, and shortening the delivery time, and raising turnover rate of service spare parts and shortening the confirmation time of failure cause and maintenance time, etc. After that, the case company establishes a group of component modularization, lean group, TOC group to promote the company continues to move towards the manufacture-service industry.
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