限制理论于少量多样生产线应用之探讨

[e-mail]@[e-mail]@mail.thu.edu.twA(TheoryofConstrains,TOC)TOC(PIPerformanceIndicate)(PCS/)/(PCS/)(PCS)(TOC)(TOC)40302004/11/610B2-111131251141.(E.M.Goldratt)1984(TOCTheoryOfConstraints)(E.M.Goldratt)(TOC)22.1(TheoryOfConstrains,TOC)Goldratt1970optimizedproductiontechnology,OPTGoldratt1986physicalconstraintspolicyconstraintsTOCfivefocusingsteps(1)(2)(3)2115(4)(5)41Goldratt--(drum-buffer-rope,DBR)DrumBufferRope(drum-buffer-ropeproductionmanagementsystem),1999/,1999RobertBowdenInc.(RBI)(Chakravorty,1996)Duclos&Spencer(1995)(materialrequirementplanning,MRP)Goldratt1997Klein&DeBruine(1994)(fullthinkingprocessanalysis,FTPA)Peach(1996)currentrealitytree,CRT(conflictresolutiondiagram,CRD)Roadmanetal.(1995)Stein(1997)2002TOC2.220002000204511633.1AA20037200462003123.2A[1]/[2]--ODM[3]LogoPartNumber-OBM[4][5][6][7]…3.3A()→()→24hr→→→/1A3.4[1]A1.11.21.31.4/1.5/1.61.7[2]24hr117[3][4]24hr[5]A[6]A4(TOC)TOCTOCTOCz→z→z→z→TOCTOCz(T:Throughput)()z(I:Inventory)()z(OE:OperatingExpense)→4.1(Identify)ATOC[1]1181.11.21.3[2]2.1A2~32.2-2.3A[3]TOC4.2(Exploit)A[1]1.1A1.2(Drum)[2]2.1A[3]3.124hr24hr24hr[4]4.1A4.2[5]5.15.221192A4.3(Subordinate)A[1][2][3]4.4(Elevate)AA[1][2]6:30~15:40(08:00~17:10)09:30~18:403[3]1A4.5(Inertia)AA1[1][2]?24hr120A1AATOC1z2zzzzz3zzz4zzz5z5(TOC)5.1(PI)5.1.1Azzzz(20037~12)(90.83%)(62,302PCS/)(81.08%)(1,023hr/)5.1.2TOC(PI)TOCzz()zzzz/TOC(20041~6)z24%z4.7z6%z797hr121z17.3%5.2(PerformanceIndicate,PI)SPSS10.5A2003720046PI2004161210n30Mann-WhitneyU10nN30Mann-WhitneyUH.B.MannD.R.WhitneyH0H12(PCS/)/(PCS/)(PCS)2Mann-WhitneyUZ8.000-1.543.123.149(Hr/)11.000-1.056.291.343(Hr/)14.000-.568.570.639(PCS/)5.000-2.030.042.048**(PCS)17.000-.081.9351.000/4.000-2.192.028.030**17.000-.081.9351.0004.000-2.192.028.030**14.000-.580.562.6392.000-2.572.010.010**(PCS/)2.000-2.517.012.010**(PCS)3.000-2.355.010.018**.000-2.842.004.003**.000-2.847.004.003****0.055.3(TOC)[1]-TOC122[2][3]66.1(TOC)[1](TOC)[2]够TOC够[3]TOCTOC犠[4]TOC[5]1236.2(TOC)[1][2]…(Exploit)(Subordinate)()(Elevate)(Inertia)[3]TOC(turnover)[4](legindicator)TOC(leadindicator)6.3124[1][2](TOC)TOCTOC[3](TOC)(E.M.Goldratt)TOC…TOC1.17121-5119972.2619148-1420023.Chakravorty,S.S.,RobertBowdenInc.:aCaseStudyofCellularManufacturingandDrum-Buffer-RopeImplementation,ProductionandInventoryManagementJournal,Vol.37,No.3,pp.15(1996).4.Duclos,L.K.,M.S.Spencer,TheImpactofaConstraintBufferinaFlowShop,InternationalJournalofProductionEconomics,Vol.42,No.2,pp.175-185(1995).5.Klein,D.J.,M.DeBruine,AThinkingProcessforEstablishingManagementPolicies,ReviewofBusiness,Vol.16,No.3,pp.31-37(1994).6.Peach,B.,TheUseoftheTheoryofConstraintsThinkingProcessesatCourtauldsCoatingsNZ.TechnologyforManufacturing.IntegratingManufacturingResearchWithIndustry’sNeeds,Vol.2ofProceedingsoftheTechnologyforManufacturingConference,MaseyUniversity,PalmerstonNorth,NewZealand,pp.383-396(1996).7.Roadman,H.C.,Benge,J.M.,McGinnis,L.P.,Yurkosky,T.P.D.,Adams,V.,Cockerham,G.C.,&Flowers,S.H.,TheoryofConstraintsandTheUnitedStatesAirForceMedicalService,APICSConstraintsManagementSymposiumandTechnicalExhibit:ProceedingsPhoenix,AZ.pp.107-115(1995).1.(1999)2.Goldratt,E.M.,TheoryofConstraints,NorthRiverPress,NewYork.(1990)3.----------,J.Cox(1984),TheGoal:AprocessofOngoingImprovement,NorthRiverPress,NewYork4.----------,CriticalChain,NorthRiverPress,NewYork.(1997).5.Stein,R.E.,TheTheoryofConstraints:ApplicationsinQualityandManufacturing,2nded.,MarcelDekker,NewYork(1997).1.20001252.-20003.2002Ben-JengWang,TunghaiUniversity,Taichung,[e-mail]-ChunSunVicePresidentofPOWERMATETECHNOLOGYCO.,[e-mail]-JenChuManufactureDepartmentManagerofPOWERMATETECHNOLOGYCO.,[e-mail]-HanPengTunghaiUniversity,Taichung,[e-mail]tchhasbeenconferredfairlyextensivediscussions.However,it’shardtocommandelasticityfordifferentiationindustrycharacteristicandcustomerdemand.ThisresearchconfertheimplementoftheTheoryofConstrains(TOC)inacompany.WeputtheTOCinsmallbatchproductionline.AndwealsoprovideaprogramandtactichowTOCmakeuseinproduction.ItisimportanttocorrecttheoldideaintraditionalmanufacturingandthePerformanceIndicator(PI)usedinpass.Intheresultofthisstudy,PIsasYield/month,performanceindicates,performanceindicates.Terms