生產排程是將可用資源進行適當分配並為所有工作安排優先順序，生產排程的結果將會影響生產效率、在製品數量、服務水準與產出，良好的生產排程有助於提高生產效率、減少營運成本與浪費。現今的中小企業(Small and Medium Enterprises, SMEs)大多使用企業資源規劃(Enterprise Resource Planning, ERP)產生生產排程，但是ERP系統屬於套裝軟體，難以滿足不同產業製程上的特殊需求及高度變異的環境，且高昂的客製化成本是中小企業難以負擔的。
本研究以一間光學眼鏡製造公司作為本研究之案例公司，根據限制理論(Theory of Constraints, TOC)與鼓-緩衝-繩法(Drum-Buffer-Rope, DBR)的理念，將問題聚焦於生產的瓶頸製程，針對限制系統的瓶頸進行改善以提升系統有效產出。對於瓶頸製程將會以精實資訊管理（Lean Information Management, LIM）的理論，利用資訊價值流圖(Information Stream Mapping, iSM) 方法針對瓶頸製程產生生產排程之作業流程進行探討與分析，檢視流程中的資訊流存在的浪費及問題。
本研究透過自働生產管理環(Jidoka-JIT Cycle, JJC)的做法，以案例公司既有數位平台，建構瓶頸製程排程系統以改善瓶頸製程於生產排程的流程，使瓶頸製程得以按照順序進行生產並符合齊料的需求。實證分析部分則會於系統導入後評估自動化比率、中心性比率、即時性比率、傳輸媒體干擾比率與直通比率共五個指標，各項指標於改善後皆有改善，表示該研究對於瓶頸製程流程之資訊流有所幫助。此外，實證分析結果表示，瓶頸製程排程流程作業時間減少57%；追蹤製程狀態流程作業時間減少97%；調整排程流程作業時間減少33%。由此可知在系統導入後確實改善資訊流的流動與提升流程自動化程度，使瓶頸製程得以滿足齊料並按照順序生產。

Production scheduling involves the strategic allocation of available resources and setting task priorities, affecting production efficiency, work in process(WIP) levels, service levels, and throughput. Good production scheduling helps increase efficiency, cut operational costs, and minimize waste. Currently, Small and Medium Enterprises (SMEs) mainly utilize Enterprise Resource Planning (ERP) systems for generating production schedules. However, as ERP is commercial off-the-shelf software, it struggles to meet the special requirements of various manufacturing processes and quickly adapt to highly variable environments due to its nature. Additionally, the high cost of customization is often prohibitive for SMEs.
This study's case company, an optical glasses manufacturer, focused on the production bottleneck process. Based on the Theory of Constraints (TOC) and Drum-Buffer-Rope (DBR) philosophy, it aimed to enhance the effective throughput of the system by addressing the bottlenecks. Using Lean Information Management (LIM) principles and Information Stream Mapping (iSM) methodology, the study analyzed the operation processes for generating production schedules at the bottleneck, scrutinizing waste and problems in the information flow.
Employing the Jidoka-JIT Cycle (JJC) approach, the study developed a bottleneck process scheduling system within the company's existing digital infrastructure, which significantly improved the flow of information and the degree of process automation. This ensured the bottleneck process met material readiness requirements and followed the proper production sequence.
After system implementation, the empirical analysis evaluated five metrics:Level of Automation, Centrality Index, Real-Time Capability Index, Media Disruption Index, and First Pass Yield of Information. There were improvements in all these metrics post-improvement, indicating the research aided the information flow in the bottleneck process. Furthermore, empirical results showed a 57% reduction in bottleneck process scheduling time, a 97% reduction in tracking manufacturing status time, and a 33% reduction in scheduling adjustment time. These findings demonstrate the system's effectiveness in enhancing information flow and increasing process automation, ensuring bottleneck processes are completed in sequence and with all materials ready.

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