黑松公司生產力提升之研究： 以稼動率為導向之精實生產

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题名:	黑松公司生產力提升之研究：以稼動率為導向之精實生產
作者:	吳中元;WU, CHUNG-YUAN
贡献者:	高階主管企管碩士班
关键词:	生產力;設備稼動率;快速換線法;強制性與質量保證;Productivity;equipment availability;Single-Minute Exchange of Die;mandatory and quality assurance
日期:	2024-06-17
上传时间:	2024-10-09 16:41:16 (UTC+8)
出版者:	國立中央大學
摘要:	時至今日的台灣，食品飲料市場環境競爭比以往任何時候都更加激烈，由於市場結構複雜、消費者可選擇性不斷改變，業內不同品類及通路自有品牌競爭，業外則面臨手搖茶店、咖啡館與超商超市等現調飲料侵蝕，造成飲料製造公司除了需要面臨市場上日益多樣化要求和越來越大的壓力外，在內部的生產活動中對於飲料產線的固有特徵如法規強制性與質量保證的要求、不穩定的市場供需、產品與倉儲空間可乘載的存貨量、產線佈局不靈活等都考驗著生產營運計劃的韌性。本研究個案公司面臨來自市場、環境、技術與政策多面向的變化與要求，持續努力實踐生產營運計畫應具備的目標與績效，例如：品質、交付、成本和靈活性等。有更多的案例得知，讓生產組織有效運作的關鍵因素之一就是生產力，然而許多研究都著重在探索生產力的結構和工具，真正落實在食品飲料業的實務案例相對上較少發現。本研究對象是台灣已有99年經營歷史的黑松公司，研究方法是以個案研究方式進行，針對個案公司建置的無菌常溫飲料製造產線為案例研究，在深入瞭解了工作場所的真實情況，該產線具備可生產產品多樣、設備配置規模大、投資與維運成本高等特性，對於管理設備稼働率相對重要，可作為食品飲料行業的代表性產線。本研究使用了精實生產理論中的快速換線法SMED（Single-Minute Exchange of Die）用以減少產線轉換時間(Changeover time)或設定時間(set-up time)所造成的產能損失，並且提出了一種簡單的調度啟發式方法，對於生產計畫中的批量大小與排序進行重整，可以快速有效地提高整體的生產力。本研究亦可提供與說明飲料從業者預測生產營運所潛在的障礙，並在精實生產實施過程中可採取適當的措施來應對這些障礙。;Today in Taiwan, the food and beverage market environment is more competitive than ever before. Due to the complex market structure and changing consumer choices, the industry faces competition among private brands in different categories and channels. Outside the industry, they are faced with hand-cranked tea shops, The erosion of freshly brewed beverages in cafes and supermarkets has caused beverage manufacturing companies to not only face increasingly diverse requirements and increasing pressure in the market, but also face inherent characteristics of beverage production lines such as regulatory enforcement in internal production activities. Safety and quality assurance requirements, unstable market supply and demand, the amount of inventory that can be carried by products and storage space, and inflexible production line layouts all test the resilience of the production and operation plan. The case company in this study is faced with changes and requirements from the market, environment, technology, and policies, and strives to implement the goals and performance that the production and operation plan should have, such as quality, delivery, cost, and flexibility. There are more cases to learn that one of the key factors for the effective operation of production organizations is productivity. However, many studies focus on exploring the structure and tools of productivity, and relatively few practical cases have been found in the food and beverage industry. The object of this study is HeySong Company in Taiwan, which has a history of 99 years. The research method is a case study. The aseptic room-temperature beverage manufacturing production line built by the case company is used as a case study. After in-depth understanding of the real workplace According to the situation, this production line has the characteristics of diversified products, large equipment configuration, high investment and maintenance costs, etc. It is relatively important for managing equipment productivity and can be used as a representative production line in the food and beverage industry. This study uses the SMED (Single-Minute Exchange of Die) method in the lean production theory to reduce the production capacity loss caused by the production line changeover time (Changeover time) or set-up time (set-up time). And a simple scheduling heuristic method is proposed to reorganize the batch size and sequencing in the production plan, which can quickly and effectively improve the overall productivity. This study can also provide and explain beverage practitioners to predict potential obstacles in production operations and take appropriate measures to deal with these obstacles during the implementation of lean production.
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