紡織產業為民生必需品，隨著人口數量和人均所得的上升而微幅成長。台灣紡織業是高度出口導向的產業，也一直是帶動台灣經濟發展及創造外匯收入的主要產業。近年來，在環境競爭與國際化的壓力下，紡織業的顧客需求也會因為流行趨勢而隨之改變，許多企業皆紛紛倒入精實管理來降低生產成本及提升生產效率來提升產業的競爭力。
精實生產系統提倡持續改善及消除浪費。首先繪製價值流圖分析案例公司現況方案，找出在製品堆積最多的地方或生產線中的瓶頸作為改善契機。接下來針對染色工作站人員配置進行更詳細調查，針對染色工作站現況方案所存在的人員配置及機台擺放問題提出少人化方法作為本研究改善方案的基礎。利用模擬工具收集定量績效指標後，針對不同產品種類需求變動的情境進行分析，探討在不同情境下安排的人員數目及人員配置。
經過結果分析與比較，在相同需求下，週期時間的改善百分比為 16%，作業員人數改善百分比為 25 %，其中作業員人數由現況方案的 8 位作業人員減少至 6 位。而在需求變動的情況下，平均作業人員數由現況方案 9 位減少至方案一 8.11 位、方案二 7.78 位及方案三 6.89 位。透過本研究所提出之少人化改善方案可以提供案例公司一套針對需求變動的情形下染色工作站調整人員數目及人員配置的方法。

Textile manufacturing have been important industry in Taiwan. Due to the internationalization and the competitive market, many enterprises have adapted lean method to reduce wastes, enhance quality of products and also have to increase the flexibility of manufacturing. Adapting Shojinka method and lean thinking to deal with the staffing problem in the dyeing workstation in the textile factory is the main issue of this research, hoping to find the improvement opportunities of the organization.
First, we use value stream mapping to identify the wastes in the process and find the opportunities to improve. Next, we collect the information of dyeing workstation and rearrange the types and layout of the dyeing machine. Then, based on the blocks from the machine types, we use moving distances to decide whether two or more blocks can use the same operator or not. Finally, we use Taguchi Orthogonal Array to conduct several experiment scenarios for different product with variable demand to discuss each plan’s system performance. As a result, the Shojinka method is effective to reduce wastes and enhance system performance to have a more fluently production process. And for the managerial level, this research provides a method to decide operator number in the dyeing workstation depends on different customer’s demand.

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