台灣汽車及其零件製造業之生產價值，於2019年達新台幣3,584億元，佔台灣製造業總生產價值2.7%。其中汽車零件製造業生產價值為新台幣1,861億元，佔該產業51.9%，並以外銷為主。台灣汽車及其零件製造業在面對內銷市場規模逐漸縮小，產品需求走向多樣少量的市場形態，特別是針對產品專注於國內市場為主力的廠商，其所面臨更嚴苛的考驗，各家廠商勢必得面臨企業轉型的情況。本文探討汽車零件製造業之個案公司，推行精實生產與數位製造之步驟及方法，建構出未來智慧製造的基礎。個案公司首先運用全面生產管理(Total Productive Maintenance，TPM)及全面品質管理(Total Quality Management，TQM)的手法，建立設備及品質穩定的基礎。接下來運用精實工具-價值流圖(Value Stream Mapping，VSM)及其手法，建立連續流動的工程，並導入拉式生產系統。運用單元工程著著化的方法，進行著著化生產線改善。藉由製造執行系統(Manufacturing Execution System，MES)系統導入，建立資訊體系，提升管理水準，並逐步擴充資訊系統模組，建立模具保養，領料系統電子化，簡化相關作業流程。在此基礎之下進行智慧化運用，建立自動生產排程系統與徵兆管理機制。經過上述改善，與實施改善案前的績效比較: 個案公司總計達到整體總合效率（Overall Equipment Effectiveness，OEE）由65%提升至75%(提升15%)，零件零缺裝，庫存由3日降低至1.5日 (降低50%)，週期時間(cycle time) 由60秒降至53秒(降低12%)，物流人員由7人減少至5人 (減少29%)，物料領取流程由111分鐘降低至42分鐘 (降低62%)的效果。

The production value of Taiwan's automobile and parts manufacturing industry reached NT$358.4 billion in 2019, accounting for 2.7% of the total production value of Taiwan's manufacturing industry. Among them, the production value of the auto parts manufacturing is NT$186.1 billion, accounting for 51.9% of the industry, and is mainly exported. Taiwan’s automobile and parts manufacturing industry is facing the gradual shrinking of the domestic market, and the demand for products is moving towards a diversified and small market form. Especially for manufacturers whose products are focused on the domestic market, they are facing more stringent tests. It is bound to face the situation of enterprise transformation. This article explores the steps and methods of implementing lean production and digital manufacturing for individual companies in the auto parts manufacturing industry to build the foundation for future smart manufacturing. The case company first used Total Productive Maintenance (TPM) and Total Quality Management (TQM) methods to establish a stable foundation for equipment and quality. Next, use the lean tool-Value Stream Mapping (VSM) and its methods to establish a continuous flow project and introduce a pull production system. Use the method of cellular manufacturing and the method of Chaku-Chaku line, to improve the production line. Through the introduction of the Manufacturing Execution System (MES) system, an information system is established to improve the management level, and gradually expand the information system modules, establish mold maintenance, electronic material picking systems, and simplify related operations. On this basis, intelligent use is carried out to establish an automatic production scheduling system and a symptom management mechanism. After the above improvement, compared with the performance before the implementation of the improvement case: The total equipment effectiveness (OEE) of the case company has been increased from 65% to 75% (an increase of 15%), with no shortage of parts, and inventory from 3 days Reduced to 1.5 days (50% reduction), cycle time reduced from 60 seconds to 53 seconds (12% reduction), logistics personnel reduced from 7 to 5 (29% reduction), and material collection process reduced from 111 minutes Reduced to 42 minutes (62% reduction).

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