Applying CPFR to Improve the Performance of Just-In-Time Production System : Taking Cheng Shin Rubber as an Example

• Main Authors: Kang,Chien-Chang, 康建璋
• Other Authors: Chion,Chuang-Chun
• Format: Others
• Language: zh-TW
• Published: 2010
• Online Access: http://ndltd.ncl.edu.tw/handle/92455176019111494006

碩士 === 大葉大學 === 工學院碩士在職專班 === 98 === In recent years, global bussiness faces rapid development of market information,and a small amount yet many varieties of customized product environment. In order toenhance competitiveness, produc units adopt Just-In-Time in it’s production system. After implementation, found that the frequent changes in production systems, usually under the supply and demand, often marketing planning and operations scheduling,manufacturing scheduling out of touch, and cross-supply of plant material does not flow between the production of the phenomenon, which leads to unnecessary between enterprise logistics waste of resources and management performance on the instability;so how companies use their limited resources, rapid integration of internal sales,production and materials, to face changes in the competitive international market as an important research direction. The first collection of production-related research literature, and Six Sigma DMAIC by step, information on the case in the implementation of the current situation on the timely production and marketing scheduling and integration of manufacturing operations faced problems in the supply chain through the CPFR (Collaborative Planning, Forecasting, Replenishment) "Collaborative planning,forecasting and replenishment" model, the continuous integration of the supply chain among its members the resources and procedures, and analyze the construct suitable for in-time manufacturing process applied to model, has served as a timely manner to improve the pattern of performance improvement, basis. And according to case company with Dock to Dock (DTD), First Time ok Through (FTT), Overall Equipment Effectiveness (OEE), Build To Schedule (BTS)and the material scrap rate of production and production performance managementindicator, to prove that CPFR business model of combining the supply chain performance indicators can be improved. Concludes with conclusions and recommendations, and for the related industry information.