目前工具機業大多導入精實生產，用來改善製程降低生產成本，但導入精實生產後仍有人員調度問題需要配合，否則製程無法暢流，因為工具機產業的問題點在各製程需要的技能不同且多能工養成不易，在多筆不同製程的機型訂單下，即便已經繪製出未來價值流程圖，如何調配人力去支援未來價值流程圖能順暢運行仍是一大問題。
本研究提出一套有系統的方法，解決少量多樣工具機廠的人員排班問題。首先由各別單機生產的現況價值流圖繪製開始，利用精實七大準則設計理想未來價值流圖找出關鍵流程，將製程重新配置區分主線和副線生產，搭配超級市場讓交期只受到主線生 產影響。設計未來圖的另一重點在考量人員指派，所以重新規劃各製程時，同時要定義各人員在組裝該製程所需的單位時間，當多筆不同機型的訂單下，可利用整數規劃找出最佳化人員排班，讓各機型訂單順利依據各自的未來價值流圖暢流。
個案情境為四種機型的五筆訂單，透過此本研究所提出之方法，在不增加人力的情況下，總完工時間由28.03天縮短為12.5天，研究結果顯示此方法於實務應用具可行性。

For a company in the traditional manufacturing environment, such as a machine tool industry, how to adjust the workforce assignment during adopting lean production is a key issue. Consiering the complexity in manufacutirng various machine types, each requires a combination of the expertise in multiple techniques for one specific technician, arrange appropriate workforce is therefore not an easy job for the shop floor manager. This work proposes a systematic method, based on the mathematical programming, to resolve the issue of workforce assignment when receiving small-volume, large-variety orders in the machine tool industry. A case company is used to demonstrate the feasibility and effectiveness of this method.
The proposed method starts with the drawing of Value Stream Mapping (VSM) and applies the seven principles of lean to design production to design future VSM. An interger programming (IP) model was formed to find the optimal workforce assignment in re-designing the manufacturing process when various orders are received. Simulation of future VSM could therefore illustrate the final results of the model.
A typical company which is quite representive in the machine tool industry was selected and its shop floor information is collected. For the case company, it is found out that the makespan could be reduced from 28.03 days to 12.5 days without additional manpower for a series of five orders with four machine types. The emprical results clearly demonstate that the proposed method is feasible and could be extended to other companies

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