精實生產最初是由汽車製造業開始，因此許多成功案例多以汽車製造或組裝業為主，而本篇研究則是以兩個非汽車業的案例，藉以探討精實生產在其他產業適用的可能性。本研究以兩個具有特殊生產製程的產業，分別是TFT-LCD（Thin Film Transistor – Liquid Crystal Display）的Array製程與漁網製造製程，Array生產系統的特色為製程具有迴流特性且以自動搬運系統（Automated Material Handling Systems，AMHS）作為運輸產品的設施，而漁網製造的生產系統的特色為高度客製化且產品流動為非固定（大小、重量不一致）。本篇研究亦應用了模擬最佳化與價值流圖在案例中，首先經由現況價值流圖找到改善的契機，並利用模擬最佳化求解最佳方案，及繪製未來理想狀態價值流圖作為改善方案的依據。
針對TFT-LCD廠Array製程，提出結合超級市場（Supermarket）與CONWIP（Constant Work-in-process）之精實拉式生產，藉由模擬最佳化求解自動物料搬運系統之最佳儲位設計，用以改善製程中在製品過多而導致空間的浪費。透過比較現況價值流圖與未來價值流圖發現，在無額外投資且不變更任何實體設施的前提下，平均週期時間從原先的5.08天縮小至3.32天，改善了34.57%。而在自動化的倉儲（Stocker）內的總儲位空間，由原先的最大利用率62.13%縮小至18.49%。針對漁網生產無固定單元負載的製程，提出結合看板（Kanban）與超級市場的精實拉式生產，針對四個重要因子（基準節拍工程、單元負載、生產順序、切割批量）設計情境，利用田口方法找出最佳因子組合及應用模擬最佳化求解最佳超級市場大小，以有效控制生產。經結果比較分析發現，在產出不變的情況下，其服務水準從67.62%增加至90.45%，提升22.83%；系統平均在製品亦從63971公斤減少至33765公斤，降低47.22%。而生產週期時間從原先的44.86天縮小至38.86天及37.37天，分別改善13.37%及16.70%。由此可知，精實拉式生產亦可應用於非汽車製造業，且針對特殊製程的產業（TFT-LCD製造及漁網製造）亦可作彈性應用，有效改善系統中的浪費。

Lean production is one of the initiatives that many major businesses in the world have been trying to adopt in order to maintain competitive in an increasingly global markets. But many successful case of applying lean production is usual found in vehicle manufacturing industry. This paper wishes to apply two different industries to demonstrate lean production’s application. These two cases are TFT-LCD (Thin Film Transistor – Liquid Crystal Display) and fish-net manufacturing. TFT-LCD has a reentrant process and use automated material handling systems (AMHS) to transport products. Fish-net manufactureing is high make-to-order and without uniform unit load in the production system. Those two cases also apply current value stream mapping (VSM) to show how the waste is and apply future value stream mapping to domnstrate the improvement after implementing lean-pull strategy.
In TFT-LCD case, this paper proposes a lean-pull strategy, combining supermarket with CONWIP (CONstant work-in-process), which results in shared resources to a reentrant process in TFT-LCD manufacturing. The supermarket size and CONWIP levels are the decision variables and are solved by simulation optimization. The results showes that the proposed lean-pull strategy could reduce the cycle time and achieved a reduction of 34.57% in WIP. The automated material handling systems (AMHS) stocker utilization could be reduced from 62.13% to 18.49% without additional investment or facilities.
In fish-net manufacturing, this paper propose a lean-pull strategy, combining Kanban and supermarket, The Kanban and supermarket are the decision variables and are solved by simulation optimization. The results showes that the proposed lean=pull strategy could could reduce the WIP（Work-In-Process）from 63971 kg to 33765 kg. The improvement reaches 47.22%. The service level increase from 67.62% to 90.45%. The cycle time reduce form 44.86 days to 38.86 day and 37.37 days. The improvement reaches 13.37% and 16.70%.The empirical results from this pilot study provide useful managerial insights for the lean-pull strategy of TFT-LCD manufacturing and fish-net manufactureing.

周耀烋、蘇偉成，民91，台灣漁具漁法，行政院農業委員會漁業署，臺北。
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