台灣機械產業長期在全球市場佔據重要地位，然而，隨著中國大陸和韓國等競爭對手效仿模組化生產模式，一般中低階泛用機型捲入激烈的價格競爭，使得產業毛利難以提升。近年來，受中美貿易戰和新冠疫情的影響，全球經濟不景氣更加劇，面臨更大的經營壓力。
精實思維一直在製造業中扮演關鍵角色，不僅在生產過程中取得卓越效果，如今企業也逐漸在新產品開發流程中引入精益思維。因此，本研究旨在協助案例公司將精益思維應用於研發流程，幫助企業運用不同的管理策略和生產模式，減少研發過程中不必要的浪費，以縮短研發前置時間，達到降低開發成本並快速滿足客戶需求的目的。透過建立節拍時間、消除無效的工作流程、降低半成品數量和優化產品開發流程，企業能夠更迅速地推出新產品，提高競爭力，同時有助於實現可持續發展目標。
本研究以實例探討方式，透過繪製價值流程圖，對開發流程進行描述和分析，找出爆破點，再利用 A3 工具歸納問題真因並提出改善策略。建立研發管理看板，目視化管理整體訂單流程，使生產狀況得以有效管控與運作，管理層能夠迅速調度組織內資源，進行跨部門整合協調。
研究結果顯示，精實改善後，案例公司整體研發時間下降 30%，研發人員生產力提升 40%，設計變更幅度降低 19%，設計不良次數減少 60%。期望本研究成果未來能夠為企業提供參考，成為持續推動精實改善的指南。

Taiwan's machinery industry has long occupied an important position in the global market. However, as competitors such as mainland China and South Korea follow the modular production model, general low-end and general-purpose models are involved in fierce price competition, making it difficult to increase industry gross profits. In recent years, affected by the Sino-US trade war and the COVID-19 epidemic, the global economic downturn has intensified, and we are facing greater operating pressure.
Lean thinking has consistently played a crucial role in the manufacturing sector. Beyond its notable achievements in operational processes, companies are progressively incorporating lean thinking into the new product development process. Consequently, our case company aims to implement lean thinking in the R&D process. This integration seeks to empower companies with diverse management strategies and production models to minimize unnecessary waste in R&D, shorten development lead times, and effectively reduce costs while promptly meeting customer needs. By setting up cycle times, streamlining ineffective work processes, reducing the number of semi-finished products, and refining the product development process, the industry can expedite the launch of new products, ultimately enhancing competitiveness and contributing to sustainability goals.
This study uses case studies to describe and analyze the development process by drawing a value stream map to find out the breaking points, and then uses the A3 tool to summarize the real causes of the problems and propose improvement strategies. Establish a R&D management dashboard to visually manage the overall order process, so that production status can be effectively controlled and operated, and management can quickly dispatch resources within the organization and conduct cross-department integration and coordination.
Results indicate a 30% reduction in overall R&D time, a 40% increase in personnel productivity, a 19% decrease in design change scope, and a 60% drop in bad designs. This research aims to guide future lean improvements, offering valuable insights for enterprises.

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