| 摘要註: |
在21世紀中極力推廣工廠全面的生產管理改善(以下簡稱：TPM)，是藉由人與設備的體質改善、新技術、新工法的研究，讓生產線產出最優質的產品，以最經濟方法的及時化生產，提供顧客最適化的商品或服務，正是各企業、產業界的經營利器之一。本研究擬定一套較能適合台灣當地產業界導入的改善方策，再經由本研究及實務輔導經驗與效果印證，並且以「K公司」的改善成果為例証，導出較適合台灣企業、產業界推行之「創新型TPM」新架構及導入順序，整合經典的TPM活動支柱與聚焦(Focus)改善的實務，作為推動方向與設定挑戰目標之參考。將提出下列事項對於欲導入TPM活動的公司經營層、管理者、作業者及後續研究者之建議：一、對經營層之建議：最重要的是經營者必須明確指示展開TPM短、中期的挑戰目標與評價，才能有效建立企業競爭優勢，為企業獲利。二、對管理者之建議：導入TPM活動時，必先建立5S.3t.之基礎，對人員與設備體質提升的教育與改善目標，全員達成共識。定期稽核與進度確認。建立制度化管理體制，改善激勵，設備維護等級與管理制度的構築。三、對作業者之建議：依據實施TPM的管理指標項目之推進，有效的落實執行；活性化推動TPM三大法寶，舉辦定期發表會，水平展開與持續改善。四、後續研究之建議：因本研究範圍僅在傳統製造產業，建議可擴大到不同產業，或逆向思考，對於「創新型TPM」在臺灣扎根所建立之標準化制度，可否擴大化沿用到關係企業在國外設廠據點推行的適合性之研究印證與回饋。 In the 21st century, facilitating the improvements of factory total production management (TPM) activities, which focuses on the improvements of manpower, equipment, new technology, and new method, to produce the finest products on the production lines by most efficient and just-in-time (JIT) production methods to offer the customized commodities or services is one of the enterprise’s best managerial tools. This study was dedicated to formulating an improvement method to accommodate enterprises implementation in Taiwan. Through the pragmatic consulting experiences and based on the example of “K company” as a real case in improvement results, it provided the innovative new structure and procedures of Taiwan localized TPM and integrating traditional TPM supporting activities and focusing improvements in order to provide references for implementing directions and benchmarks.This study provides the following suggestions for senior managements, middle managers, front-line workers, and future researchers who dedicate to implementing TPM activities:1. Suggestions for top managements: The most important issue is to clearly direct and implement the short-term and mid-term goals and appraisals of TPM activities in order to effectively build up core competitive advantages of enterprises and obtain profits.2. Suggestions for middle-level managers: When implementing TPM activities, it has to build up the foundation of 5S (Seisou,Seiri,Seiton,Seiketu, and Shukan) and 3T (Targeting quantity, targeting capacity, and targeting positioning) policies in order to improve employee capabilities, equipment quality, benchmarks, reach the consensus within the company, regular audit and progress confirmation, build up a suitable managerial system, improve incentives, equipment maintenance grades and infrastructure of managerial system.3. Suggestions for the front-line workers: They are suggested to effectively implement TPM activities according to the managerial setup goals and indexes, dynamic facilitate three principles of TPM, regularly hold the discussion sections, and continual improvements. 4. Suggestions for future researchers: For the research scope of this study only focused on traditional manufacturing industry, it is suggested to extend to different industries or have innovation thinking as applied “Taiwan localized TPM” to build up standardized system and attempt to fit on Taiwan enterprises that set up office sites in foreign countries, which can be adapted this study, test results, and feedback. |