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研究生： 常金龍
Chang, Ching-lung
論文名稱： 精實生產於持續降低成本的應用: 以製鞋公司為案例
Lean Production for Continuous Cost Down
指導教授： 張秀雲
Chang, Shiow-yun
學位類別： 碩士
Master
系所名稱： 管理學院 - 國際經營管理研究所碩士在職專班
Institute of International Management (IIMBA--Master)(on the job class)
論文出版年： 2011
畢業學年度： 99
語文別： 英文
論文頁數： 113
中文關鍵詞： 精實生產 、豐田生產方式 、降低成本
外文關鍵詞： Lean Production, Toyota Production System, Cost Down
相關次數： 點閱：114  下載：16 
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    • 自從1990年精實生產方式的問世,到目前已經廣泛的應用在各行各業中，運動鞋的OEM製造公司逐年面臨品牌客戶極大的成本降低壓力，在此環境之下，本研究以一運動品牌OEM製造公司為案例，研究其如何在導入精實生產多年後持續不斷的降低成本。
    此研究應用案例分析法於一間位於中國的國際品牌運動鞋OEM製造公司，研究其如何應用精實生產來降低成本，本研究應用問卷調查法與田野觀察法來了解精實生產工具的應用方式，並選定三個鞋款來研究日常作業中面臨到人員、機台、物料異常狀況的Kaizen活動，最後使用三角分析法的趨勢分析與紀錄分析來研究管理系統中持續降低成本的證明。
    精實生產是由精益生產工具、Kaizen 活動、與管理系統三個要素所組成。精實生產工具是創造改善活動的子系統，Kaizen活動是員工於日常作業的基礎表現，管理系統整合所有子系統並朝相同目標前進，此三要素緊密結合來創造持續改善的組織環境。

    Since the introduction of Lean production in 1990s, there have been many applications and developments in various industries. However, the original equipment manufacturer (OEM) companies of sports shoes face enormous cost-down pressure from brands and the industry every year. This study researches one sports shoes OEM, which has been utilizing Lean production for years to find out how they have cost down continuously through Lean production year by year.
    This study applies case study method to the case company, a sport shoes OEM in China, to find out the application of Lean production for continuous cost reduction. Questionnaire and field observation are applied for the current application of Lean tools. Three product models with individual people, machine, and material issues are choose to analyze Kaizen activity in daily routine. Triangulation of trend analysis and record analysis are applied to find out the support for continuous cost reduction in management system.
    Lean production is the combination of three main characteristics: Lean tools, kaizen activities, and management systems. Lean tool applications are the sub-systems that create improvements. Kaizen activities are the fundamental behaviors that operators show in daily routines. Management systems make all sub-systems flow toward the same target, and generate the synergies. All are linked tightly together in order to achieve continuous improvement.

    ACKNOWLEDGEMENTS I ABSTRACT II TABLE OF CONTENTS III LIST OF TABLES VI LIST OF FIGURES VIII CHAPTER ONE INTRODUCTION 10 1.1 Research Background. 10 1.2 Research Objective. 13 1.3 Research Range. 14 1.4. Research Flow Chart. 15 CHAPTER TWO LITERATURE REVIEW 17 2.1 Introduction of Lean Production. 17 2.2 Methods of Lean Production. 20 2.2.1 Value-Added and Non-Value-Added. 21 2.2.2. The 5S Methodology. 23 2.2.3 TPM. 24 2.2.4 Visual Management. 27 2.2.5 Kanban System. 29 2.2.6 Takt Time and Line Balance. 32 2.2.7 Kaizen. 34 2.2.8 Summary of Lean tools and relationship with Industrial Engineering. 36 2.3 Management Principle of Lean Production. 37 2.4 Measurement of Lean Production. 39 2.5 Application to Different Areas. 43 CHAPTER THREE RESEARCH DESIGN AND METHODOLOGY 48 3.1 Research Design. 48 3.2 Research Structure. 50 3.3 Research Methodology. 52 CHAPTER FOUR RESEARCH RESULTS 56 4.1 Tool Applications and Performance Indicators. 56 4.1.1 Field Observations of Lean Tools. 56 4.1.2 Performance Evaluation of Lean Tools. 71 4.2 Kaizen Activity in Daily Routine. 72 4.3 Lean Principles and Management Systems for Continuous Cost Down. 79 4.3.1 Management System Analysis. 79 4.3.2 Lean Principle Analysis. 82 4.4 Triangulation Analysis. 84 4.4.1 Trend Analysis of Performance Indicators. 85 4.4.3 Summary of Triangulation Analysis. 93 CHAPTER FIVE CONCLUSION AND SUGGESTIONS 95 5.1 Discussion. 95 5.2 Suggestions. 98 5.3 Limitations and Further Research. 100 REFERENCES 102 APPENDICES 106 Appendix 1: Questionnaire for Lean Tools 106 Appendix 2: Kaizen Check List 107 Appendix 3: Lean Measurement Check List 108 Appendix 4: Two Meeting Records and Record Analysis 109

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