本研究以精實生產理念為核心，結合數位環境進行一連串精實資訊系統之實務研究。目前在數位環境下企業高度仰賴企業資源系統(Enterprise Resource Planning, ERP)執行生產活動，但ERP的運作邏輯與精實生產的豐田生產方式(Toyota Production System, TPS)核心經常衝突，導致ERP的導入並無法增進物與資訊的流動，也無法協助完成目視管理的目標。因此為了輔助企業進行數位轉型，同時符合TPS的核心，本研究著重於現場生產順序的一致性，開發一易上手、易讀性高且即時反應生產狀況的工具(後稱數位看板)，並實際將此系統導入至案例公司中。

數位看板以精實資訊管理系統為架構，完全依案例公司流程進行平台介面設計、軟硬體選用、實體架設，增進物與資訊的連續流動。同時建立新績效指標—生產順序一致性(Production Sequence Consistency, PSC)，並開發儀表板將生產數據可視化，讓現場、生管單位與管理層可利用數位看板觀察工單投放狀況與在製品(Work-in-Process, WIP)位置，快速發現未按順序生產的異常。

為了協助管理層在看見問題後能了解問題並前往解決，本研究接續以案例公司生產數據作為基礎，建立一高度符合現實工廠之模擬模型。以瓶頸站作為分析對象，進行PSC與工單延遲的改善策略分析，以期降低企業導入的成本與時間。

而經由本研究模擬結果得知，不論任何供應鏈型態，導入數位看板預計可縮短週期時間(Cycle Time, CT)同時減少工單延遲天數。以案例公司而言，預期可縮短CT 4%~27%，工單延遲天數下降6.7%。在穩態與客戶需求減少的狀態下，應優先提高瓶頸站的PSC，即可進一步降低工單延遲的機率；若客戶需求增加時，則應先採用其他精實手法消除浪費、擴充產能，再進行PSC的改善。另外，除了消除浪費，企業也可藉由生管控制投單，降低人為干預順序對工單延遲的影響，進一步控制交貨準確率。若生管能同時以精實生產中平準化與連續流動為目標採取小批量投單，可進一步降低加工數量變異，在任何情形下對降低工單延遲程度都有所助益。

On the basis of the lean management philosophy, the implementation of a series of lean information system practices was investigated in this research. In the digital era, production activities are highly reliant on information systems. However, commercial enterprise resource planning packages cannot meet the needs of most businesses. To assist enterprises in beginning a digital transformation and adhering to the core concepts of lean production in the Toyota Production System, this study adopted a practical method of allowing a fixed number of Work-in-Process(WIP) and emphasizing the optimization of the consistency of the production sequence on the shop floor. A digital lean board (DLB) was developed in this study to facilitate this goal. DLBs are easy to learn, highly readable, and can be used to evaluate information in real time. A DLB was implemented in a real case in this study.

The business processes of a case company were used as a basis for constructing a DLB information system, which included an interface, hardware components, and software, for improving the flow of physical parts and information at the company. Moreover, a new performance index, namely production sequence consistency (PSC), was adopted to enable indirect personnel and supervisors to identify abnormal production inconsistencies rapidly.

For quickly resolving problems after identifying abnormalities, a model for verifying and validating solutions through simulations was constructed on the basis of real manufacturing data from the case company. Thus, enterprises can evaluate the effectiveness of improvement strategies by using the simulation results; the resulting efficiency gains can compensate for the cost of implementing a DLB.

According to the simulation results, implementing a DLB can shorten cycle time (CT) and reduce the customer order delays for all types of supply chains. At the case company, CT is expected to be shortened by 4%–27% and customer order delays are expected to be reduced by 6.7% after implementing the DLB. Moreover, the results indicated the following recommendations for businesses. If customer demand is steady or declining, the PSC of bottleneck stations should be prioritized for improvement to reduce customer order delays. If the customer demand is increasing, waste should be eliminated using other lean tools to increase production capacity before improving PSC. In addition to eliminating waste, production controllers can control the dispatch of work orders to reduce the influence of human intervention on production sequence, thereby maintaining the timeliness of deliveries. Moreover, if production controllers can dispatch work orders in smaller volumes, customer order delays are less likely because of the associated lower variability in manufacturing quantities.

中文文獻
大野耐一（2014），《追求超脫規模的經營――大野耐一談豐田生產方式》，財團法人中衛發展中心，台中
國立中央大學管理學院ERP中心（2015），《ERP企業資源規劃導論》，碁峰，台北

日文文獻
大野耐一（1978）『トヨタ生産方式――脱規模の経営をめざして』、東京：ダイヤモンド社

網頁文獻
Oracle. (2022). What is ERP? Oracle. Retrieved 17 April from https://www.oracle.com/tw/erp/what-is-erp/
SAP. (2022). What is ERP? SAP. Retrieved 17 April from https://www.sap.com/insights/what-is-erp.html

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