近年來全球半導體相關產業受到多重因素影響，包括物聯網、5G建置和人工智慧…等的終端應用市場快速崛起，以及新冠肺炎疫情的蔓延。需求由急劇增加到急速下降，波動相當劇烈，對相關產業製造商和供應鏈帶來了銷售壓力。
半導體設備業及其組裝代工業位於價值鏈的底端，更是需面臨艱難的挑戰，包括客戶訂單需求的快速變化、訂單數量的波動、通貨膨脹和成本上升。因此，設備組裝代工廠必須不斷努力降低成本以保持競爭力。
而豐田公司以其低成本、少量多樣、高度客製化的生產方式聞名，是精實生產的典範。因此，本研究運用精實手法改善設備組裝業界中不同於流水線，以人力為量能的人員移動組立模式所遇到的兩大問題，成本下降難題和組裝時間不連續的問題。本研究通過研究個案公司，利用價值流圖對設備組裝流程進行全面分析和評估，以識別浪費和無價值操作。然後，針對這些問題提出了改進措施，如物料整理時間長，調整作業流程改變點刷料方式，減少不必要的作業浪費縮短物料整理時間38%；針對標準部前置時間長，調整工序並減少工序間的等待，前置時間由3天縮短為2天，人員5員變3員；針對主體部內工程週期不均，調整工序、減少工序間等待及人員訓練內容調整，前置時間由5天縮短為4天，人員5員變4員；針對選配部內工程週期不均，實施作業工時均衡化以8小時為分配原則，人員5員變3員。最後取得了顯著的成果，不僅縮短了前置時間由22.08天縮短為20天，同時成功地省了5名員工，可以來擴充其他生產線，不僅節省了成本，提高了競爭優勢。
總結而言，本研究成功地改善了設備組裝業界中因以人力為量能而帶來的成本下降難題和生產不連續的問題。證實精實手法的應用為其他相關領域是能提供有益的參考，有望提高效率、品質和競爭力。

In recent years, the global semiconductor industry has been influenced by multiple factors, including the rapid rise of end-user markets such as the Internet of Things, the establishment of 5G infrastructure, and the proliferation of artificial intelligence, along with the spread of the COVID-19 pandemic. The demand has fluctuated significantly, transitioning from a sharp increase to a rapid decline, creating considerable volatility and sales pressure for manufacturers and supply chains in these related industries.
The semiconductor equipment industry and its assembly subcontracting sector are situated at the bottom of the value chain and face challenging obstacles, including rapid changes in customer order demands, fluctuations in order quantities, inflation, and rising costs. Therefore, equipment assembly subcontractors must continually strive to lower costs to maintain their competitiveness.
Toyota is renowned for its low-cost, small-batch, highly customized production methods, serving as an exemplar of lean production. Thus, this study adopts lean methodologies to address the challenges faced by assembly personnel in the equipment industry.
The objective of this study is to apply lean techniques to improve the cost reduction challenges and the discontinuity in assembly time encountered in the equipment assembly industry, where manpower is the key capacity. Through the analysis of a case company and a comprehensive evaluation of the equipment assembly process using value stream mapping, wasteful and non-value-added operations were identified. Subsequently, a series of improvement measures were proposed, yielding significant results. Not only was the lead time reduced from 22.08 days to 20 days, but also five employees were successfully saved, allowing for the expansion of other production lines. This not only saved costs but also enhanced competitive advantages.
In conclusion, this research successfully addressed the cost reduction challenges and production discontinuity issues stemming from the reliance on manpower in the equipment assembly industry. It confirms that the application of lean methodologies can provide valuable references for other related fields, with the potential to enhance efficiency, quality, and competitiveness.

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