精實生產方式其最終的目的，就是要滿足顧客的需求；因此當生產型態的轉變由以往的「大量生產」轉變為「少量多樣」，創造生產線的彈性變成重要的問題，精實生產發展出來的生產系統，即利用管理手法檢視生產線上的浪費，進行各種以改善為核心的降低成本活動，力求提高生產力、提升品質而提供消費者喜好的多樣化產品，進而提高公司獲利及企業競爭優勢。目前汽車產業為引進精實生產方式的標竿，本研究欲探討汽車業成功導入精實生產的流程、涵義與形成條件，將其成功經驗移植到非固定式單件流生產上。探討其在實務經驗的運作方式，設計專屬的精實生產系統。
本研究選擇漁網產業做為非固定式單件流的代表，以系統模擬為工具，結合田口直交表與理想解類似度順序偏好法 為主體尋找多屬性模擬模式的最佳方案，並歸納其實施成效的差異及其可能原因，以規劃其後續方案的改善方向以提供現場管理者做為決策上的依據。
本篇論文同時提出結合精實思考法與精實價值流指導原則的程序，用以導入此精實拉式生產方案與平準化排程。此程序從定義產品價值開始，經由現況價值流圖的繪製找到改善的契機，一直到利用模擬最佳化求解最佳方案，並繪製未來理想狀態價值流圖作為改善方案的依據。
利用系統模擬建構案例，導入精實拉式生產方案後，比較現況價值流圖與未來價值流圖發現，在無額外投資且不變更任何實體設施的前提下，平均前置時間從原先的9.45天縮小至2.07天，改善了78%。而在廠內的在製品由原先的57753.84公斤降為8813.31公斤，約改善84.73%；進一步提出提升瓶頸站產能之初步規劃，力求貫徹「There is always a better way」的精神。

The final purpose of the lean production system is to satisfy customer's needs. Therefore, the flexible of production lines becomes a critical issue after production pattern has been changed from mass production to small-volume with large variety production. The manufacturing system of lean production is using management methods to survey the waste of production lines, to execute some kinds of improvability actions of reducing the cost, and to elevate productivity and quality to support various customization productions. By using lean production system, industries not only can earn profits but also can raise competitive advantage. As the automobile industry is the benchmark of applying lean production nowadays, we will discuss the procedures, meanings and conditions of applying lean production in successful cases. Furthermore, we will also apply the successful experiences to variable unit-load production. By analyzing those successful experiences, we can design an exclusive and variable lean production system in unit-load production.
We select the fishing nets production as a case in this study and in this research we use simulation methods as tools, and combine Taguchi method with technique for preference by similarity to ideal solution to find optimum solution. We also generalize the differences and possible reasons from a collection of experiments to plan the improvement directions of following strategies and use them as basis of policy decision.
We also propose to combine Womack’s lean thinking and Rother’s 7 guiding principles procedure in this paper to apply the lean pull strategy and leveling scheduling into cases. The lean production procedure begins from defining value, addressing the adequate improvement time through the current value stream mapping, obtain the optimal solutions by using simulation optimization, and drawing the future value stream mapping as an implement of improved alternative.
We implement the proposed procedure to a real-world fishing nets production process. After we compared current-state map and future-state map, the results indicate the improvement could reduce the average cycle time from 9.45 days to 2.07days as well as the work in process could reduce 84.73% without any extra investment or facilities shifting. As a result, we can have a further plan of increasing the capacity of bottleneck workstation and fulfill the spirit of “There is always a better way” completely.

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