臺灣博碩士論文加值系統

本研究個案以中小型加工製造業為例，產品為少量且多樣的客製
化生產模式，生產時會產生許多餘料，且未進行餘料管理，因而使環
境髒亂、造成餘料逾期的浪費、人員領料時間增加等問題。本研究目
的為減少餘料逾期之浪費、縮短人員領料之時間和利用三種預定時間
系統 MTM-1、MTM-MEK、BasicMOST 的方法，評估現況改善前的
可靠性和準確度，再預測預期改善後的時間。因此，本研究探討如何
運用精實管理來解決餘料管理的問題，首先對餘料處進行 5S 管理、
三定原則(定容、定量、定位)，以了解各種材質使用量，接者利用八
二法則來區分料架空間大小，再以顏色加以區別，為每種餘料貼上標
籤以了解其儲位、數量、大小，以期達到目視化管理。最後導入先進
先出方法使人員領取餘料時，能依照標準化的作業程序，避免出現優
先拿取新的餘料，導致舊餘料逾期的狀況。最後，本文利用 MTM-1
方法來探討改善前後人員領取餘料時間差異，改善前為 26.9 秒，改
善後則縮短至 13.52 秒，預期降低了 13.38 秒的時間，總共減少 49.74%
的領料時間，動線距離縮短了 5.829 公尺，每年成本低減約 11500 元。
三種預定時間系統之間互相比較偏差，改善前後都在±10%之內，符
合研究範圍，可以作為改善後評估的標準。

This research case takes the small and medium-sized processing and manufacturing
industry as an example. The products are a small amount and various customized
production models. There will be a lot of surplus materials during production, and
the surplus materials are not managed, which makes the environment dirty and
causes the surplus materials to be overdue. Waste, personnel picking time increase,
and other issues. The purpose of this study is to reduce the waste of overdue
materials, shorten the time for personnel to pick up materials, and use three
scheduled time systems MTM-1, MTM-MEK, and BasicMOST to evaluate the
reliability and accuracy of the current situation before improvement, and then
predict the expected improvement. after time. Therefore, this study discusses how
to use lean management to solve the problem of surplus material management.
Firstly, 5S management and three principles (constant volume, quantification, and
positioning) are carried out on the surplus material to understand the numbe r of
various materials used. The second rule is to distinguish the size of the shelf space,
then distinguish it by color, and label each remaining material to understand its
storage location, quantity, and size, in order to achieve visual management. Final ly,
the first-in-first-out method is introduced so that personnel can follow standardized
operating procedures when receiving surplus materials, avoiding the situation that
new surplus materials are taken first and old surplus materials are overdue. Finall y,
this paper uses the MTM-1 method to explore the difference in time before and
after the improvement. It was 26.9 seconds before the improvement, and it was
shortened to 13.52 seconds after the improvement. It is expected to reduce the time
by 13.38 seconds, and the total time for picking materials was reduced by 49.74%.
The moving distance is shortened by 5.829 meters, and the annual cost is reduced
by about 11,500 yuan. The deviations between the three scheduled time systems are
within ±10% before and after improvement, which is in line with the research
scope and can be used as a standard for post-improvement evaluation.

摘要... i
Abstract....... ii
誌謝... iv
目錄... v
表目錄.. vii
圖目錄.. viii
第一章 緒論..... 1
1.1 研究背景.... 1
1.2 研究動機.... 2
1.3 研究目的.... 3
1.4 研究範圍與限制...... 4
1.5 研究流程.... 4
第二章 文獻探討. 6
2.1 精實管理.... 6
2.2 5S活動起源.. 9
2.3 八二法則.... 13
2.4 先進先出法(First In First Out, FIFO) 13
2.5 設施規劃.... 14
2.6 方法時間衡量(MTM)... 15
2.7 梅氏序定時間技術(MOST)...... 21
第三章 研究方法. 25
3.1 研究架構.... 25
3.2 研究流程.... 26
3.2.1 現況調查.. 26
3.2.2 繪製現況餘料平面佈置圖..... 26
3.2.3 碼錶量測時間...... 27
3.2.4 找出問題點 27
3.2.5 繪製改善後餘料平面佈置圖... 27
3.2.6 5S管理... 27
3.2.7 繪製改善後餘料架3D圖....... 28
3.2.8 FIFO..... 28
3.2.9 MTM-1數據圖....... 28
3.2.10 MTM-MEK表格..... 32
3.2.11 MOST資料卡....... 32
第四章 個案分析. 37
4.1 個案簡介.... 37
4.2 餘料倉庫介紹 38
4.3 實際量測時間 40
4.4 繪製餘料架3D圖...... 40
4.5 5S管理應用.. 42
4.6 FIFO應用... 43
4.7 MTM-1現況分析....... 44
4.7.1 MTM-MEK現況分析... 44
4.8 BasicMOST現況分析... 44
4.9 改善後MTM-1時間..... 47
4.9.1 MTM-MEK改善後時間. 47
4.10 BasicMOST改善後時間 47
4.11 改善案例之分析結果.. 49
第五章 結論與建議....... 51
5.1 結論....... 51
5.2 建議....... 52
參考文獻 53
Extended Abstract...... 57

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