處在新全球化競爭之環境中，傳統產業面臨前所未有之挑戰，為了永續經營，企業必需具備展望未來，預作準備之前瞻觀念，隨時檢討內部流程及核心能力以面對全球競爭者之挑戰。現今全球環境的變動不再是直線進行，故以往之行事流程與思慮，已無法再適應不連續的變動，為了適應環境之彈性必須以不同之觀點來因應未來，企業需不斷的學習及持續的改善以提升企業競爭力。由於豐田汽車公司即將成為全球最大的汽車製造商，在這個關鍵時刻，豐田公司長期備受稱頌的精實生產管理模式變得比以前重要，也更被其他產業學習。
本研究以個案研究方式進行，個案公司為國內唯一生產鈦合金材料之公司，其中鈦合金材料被喻為21世紀之金屬廣泛應用在航太、石化業、海洋工程、生醫產業及運動休閒工業為─高附加價值材料值得國內企業注意及開發。個案公司處在全球化競爭之環境中，與相關產業同樣面臨庫存壓力、交貨期縮短的問題。期盼從供應鏈體系之流程研究及精實生產之流程研究，找出具體改善方案應用於個案公司之鈦合金供應鏈體系。本研究以改善委外託工流程為研究動機，進而比較託工流程與自製生產作業之成本及製造週期，加以作業實證分析，提出作業流程再造方案策略建議，以提昇個案公司產業競爭力。
本研究發現，精實生產作業策略，可有效縮短製程加工週期，應用於鈦合金生產流程。而庫存量之有效降低，則有賴於整體供應鏈管理之改善，局部的作業策略無法有效降低庫存量。

In the global and competitive environment, the traditional industry is facing the diversified and difficult challenges all the times. The company shall be talented with prospective and unforeseen overlook. From time to time, it’s required to review and improve internal process and core competence in order to overcome the challenges from the global competition. The change doesn’t go straightly anymore. The way we think and proceed is not suitable for the change. The company has to learn and keep improvement for upgrading of the competence. The various prospective is to adapt the change for future. Take an example, Toyota Motor Company is projected to the largest automobile manufacturer all over the world. At this significant moment, the Lean Production System which is one of famous Production Management Model is more important for Toyota. It’s also leveraged by the other industries.
This study is proceded by the method of case study. The company is the only one titanium manufacturer in Taiwan. The titanium is named with 21 century metal. It has broad applications which include aviation, petroleum and chemical, offshore, orthopedic and sports industries. This is a high value-added material which is worthy for domestic industries to use and develop. This company is in the position to compete with global manufacturers. There are same issues in this industry, Inventory pressure, short-time delivery requirement. By employing the study of process and lean manufacturing in the supply chain, they are looking for a total solution to apply in titanium field. To improve the process in subcontracting is the motivation of this study. Furthermore, it compares, demonstrates and analyzes the differences of process, cost and cycle time in between subcontracting and own production. The purpose is to make suggestion for reengineering process in order to upgrade the competences for the company.
This study comes out with the solution which is confirmed that the production cycle time could be efficiently shorten by the implementation of Lean Manufacturing Strategy. It’s also effective to apply with the production of titanium. If we talk about the stock, it could be less which is depending on the improvement of supply chain management. It doesn’t work if you improve with only partially.

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