A Study on the Hybrid Lean Production and Digital Manufacturing-Case of Auto Parts Manufacturing

  • 方 鴻源

Student thesis: Doctoral Thesis


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)
Date of Award2020
Original languageEnglish
SupervisorTaho Yang (Supervisor)

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