在二十世紀，人類共經歷了兩次生產作業模式的重大變革，第一次轉變在一次戰後的1920年代，由手工藝生產模式過渡到「大批量生產」時代。第二次轉變發生二次戰後，為日本豐田汽車的「精實生產」管理模式。 自1973年石油危機以來，豐田汽車憑著豐田生產系統的「Just in time」與「精實生產」管理嚴格控管成本，使公司獲利不斷攀升，提升公司競爭力，拉近甚至超越其他主要汽車公司的市占成績。此源自汽車產業的革命性變革，最終亦逐漸影響其他產業原本的管理模式，所謂的豐田式生產管理方法自此遂成顯學。 隨著網路科技產業發達，電子產業在過去的二十年仍然持續扮演著產業先鋒角色。但隨著中國大陸製造崛起，陸廠挾低價勞動力與原物料優勢，持續扮演著台灣廠商競爭者角色。台灣電腦組裝產業，長期以資本及勞力密集的低利潤代工生產為主要模式，除以中國大陸或其他低勞力成本國家為主要生產據點的佈建策略外，導入「精實生產」管理並有效控管生產成本，遂成為未來維持競爭力的首要課題。 本研究藉由對個案公司在「精實生產」管理領域的推廣經驗，探討如何以邏輯性的「精實生產」管理運作架構，計畫性地完成一次自主精實管理改善循環，以期將研究結果提供其他友廠作為相關管理活動推展時的參考文獻。所得結論如下： 1.公司內應推動跨功能單位共同參與改善專案活動。 2.設立「精實生產」推廣單位專責輔導。 3.建立公開透明的提案與改善獎勵機制。 ;In the twentieth century, the world has experienced two major changes in the production model. The first change was the handicraft production mode that evolved into the mass-production model in the 1920s after World War I. The second change was the TOYOTA Lean production mode, which happened in Japan after World War II. Since the oil crisis in 1973, TOYOTA Motor continuously increased its profits, enhanced its competitiveness, and surpassed other major competitors depend on strictly controlled costs through the TOYOTA Production System’s "Just in time" and "Lean Production" methods. This revolutionary change originated from the automobile industry, and eventually changed the management method of other industries. Since then, Toyota′s production management method has become a classic model. Along with the development of the Internet technology industry, the electronics industry has continued to play an industry pioneer role in the past two decades. However, with the rise of manufacturing in mainland China, the plants depend on the advantage of low-cost labor and raw materials, which continue to be the competitors of Taiwanese manufacturers. Taiwan′s computer assembly industry relies on capital and labor-intensive low-profit OEM production as the main mode for a long time, besides adopting the deployment strategy of using mainland China or other countries with low labor costs to be the main production base. Furthermore, introducing "Lean production" and effectively controlling production costs has become the primary topic for remain competitive in the future. Based on the promotion experience of "Lean production" management in the case company, this study demonstrates how to use a "Lean production" management structure to plan and complete a lean management improvement cycle. The results provide other friend factories as references for the promotion of related management activities. The conclusions are as follows: 1.The company should establish cross-functional units to promote jointly participate in improvement project activities. 2.Establish a "Lean production" promotion department dedicated to counseling. 3.Establish an open and transparent improvement proposal award mechanism.
