環保及健康意識抬頭的趨勢下，自行車賽事與休閒樂活興起，自行車騎乘逐漸從代步與運動融入日常生活，創造出新的樂活方式，快速增加全球騎乘人口，這股自行車熱潮在各地蔓延，號稱「自行車王國」的台灣，也是這波熱潮的參與者、弄潮者。
本研究探討之案例公司為一家具有50年歷史的高階自行車製造商，主要生產外國競賽、極限運動用之高階自行車，筆者實際到現場實習一年九個月參與改善，目前案例公司從買料到完成品出貨長達半年的前置時間，其中焊接製程所耗費的時間最長，焊接這項關鍵技術也是台灣能不被大陸、東南亞市場取代，站穩高階市場的位子的主要原因。因此本研究將透過精實管理概念的導入藉以改善生產流程，試圖找出適合案例公司實務可行之精實方法，期望能在不影響產出為前提，進一步降低在製品庫存及降低生產前置時間，並提供管理者進行改善時有足夠之參考依據。
首先繪製價值流圖分析案例公司現況方案，找出生產線中的瓶頸作為改善契機。接下來針對焊接區設施規劃及人員配置進行更詳細調查，考慮實際案例的限制，發展出合適的單元工程設計邏輯，作為本研究改善方案的基礎。利用模擬工具蒐集定量績效指標後，經過結果分析與比較，在相同需求下，有效降低89%的在製品庫存以及縮短週期時間。而根據少人化分析之結果，單元工程結合少人化方案可以彈性的依照客戶需求做適當的人員配置，提升企業的應變能力，將少人化方案與現況方案兩者相比在1.4倍的現況訂單需求下可節省3位作業員，在現況訂單需求減少至0.6倍時可進一步節省10位作業員。

In the past, the bicycle industry in Taiwan ranked number 1 in the world by clustering advantages, making Taiwan an important name for the bicycle business. However, with the rise of the market in mainland China as well as other industries, the competition in the global market is becoming fiercer, and the low price competition has caused a decline of Taiwan’s position in the industry. Facing this kind of situation, the business has been encountering fundamental changes, so in order to enhance competitiveness, lean production was introduced expecting the overall operating speed and the response ability to improve.
The lean production system promotes continuous improvement and elimination of waste. First, in order to understand the company's current situation, a value flow chart analysis needs to be executed, to identify bottlenecks in the production line which translates into improvement opportunities. Then, a more detailed examination of the facilities planning and staffing of the welding area is made, and the appropriate cell industry design logic is developed as the basis for the improvement of the study. By using simulation tools to obtain the quantitative performance index, after the analysis and comparison results, under the same quantitative performance index, an 89% of the WIP inventory is reduced and the cycle time is shorten. The Shojinka plan can save 3 operators under 1.4 times in current demand, and can further save 10 operator, when the current demand is reduced to 0.6 times.

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