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• Main Authors: Ching-nan Lee, 李慶南
• Other Authors: none
• Format: Others
• Language: zh-TW
• Published: 2013
• Online Access: http://ndltd.ncl.edu.tw/handle/54159763781041120859

碩士 === 國立中央大學 === 高階主管企管碩士班 === 101 === During the 80s and 90s, Taiwan was one of the four Asian Dragons, with fast growing economy and escalating personal income. Market demand for all kinds of products surged. Automobile ownership has always been a symbol of living standard. As economic growth slows down and consumer market saturates, consumers are requesting more functionalities and better quality in automotive products. In a stagnate market, in order to maintain profit, car companies not only have to rely on promotion to stimulate sales, but also have to request their component and part suppliers to cost down. This in turn forces the suppliers to improve their internal efficiencies. This is especially true for Taiwan, as the automotive market is small and has already saturated. Taiwanese car companies rely on small-volume large-variety production mode. Weakening market demand results in shrinking revenue, over capacity and surging production costs. As a automotive part supplier, Company L also faces the same problems. It needs to improve its resource utilization, revitalize its assets and strength it's competitiveness. This study attempts to propose a plan to revitalize production equipments, consolidating production lines, and applying to operations processes for new car models. Given the current low production line utilization for Company L, focusing on renovating production processes, that is, in device layout, design, manufacture, mass-production and reuse, is the most effective way. In particular, efficiency improvements should be made in areas relating to fast changing new product lines, in areas of mix-production line and consolidation of multiple production lines. The main equipment for the proposed revitalization plan is Robot. By collecting and analyzing the production lines with low activation rates, maximize their utilization, Company L can reengineering the production technology and welding departments and adjust the production processes in advance according to P.D.C.A., and systematize it into the standard operating procedure. This will result in savings in areas of manpower, time, work efficiency, and costs.