Comparison on lean production implementation for three auto parts companies

• Main Authors: shu-Chuan Liou, 劉淑娟
• Other Authors: Hui-ming Wee
• Format: Others
• Language: zh-TW
• Published: 2013
• Online Access: http://ndltd.ncl.edu.tw/handle/13138160301909125661

碩士 === 中原大學 === 工業與系統工程研究所 === 101 === Automobile industry manufacturers and suppliers are facing tough competitions of low waged labors from Southeast Asia countries. High quality control requirements, stringent product specifications, shortened delivery periods and sale price reductions result in the need for profit maximization. Therefore, automobile industry suppliers are eager to seek breakthroughs in production processes in order to increase their competitiveness. The market demands encourage major car manufacturers to work closely with their downstream suppliers to reduce development time of new car models, shorten purchase and production time of parts and components. They need to implement strategies to minimize lead time, reduce production cost, increase product quality and manufacturing efficiency. The concept of Lean Production has generated tremendous innovations and popularity among automobile industries in the past decades. The essence of Lean Production is in the implementation of logical processes of improvements to promote business and production flow, improve product qualities, enhance production efficiencies, and increase business competitiveness. The analytical methods adopted in this technical report include caparison case studies of three well-known automobile manufacturers and suppliers on Lean Production implementation. Each case is analyzed regarding its production processes, how the Lean Production methodologies were introduced, and the outcome of its implementation. The case is analyzed based on five principles of Lead Production theories: (1) determine the value of products and services from the customer's point of view; (2) confirm value stream mapping; (3) enhance value stream proposition; (4) empower the customers to promote value stream proposition; and (5) continual improvements and seeking perfection. Through these analysis and evaluations, it provides some managerial insights in the implementation of lean production system.