| Summary: | 碩士 === 國立虎尾科技大學 === 工業管理系工業工程與管理碩士班 === 107 === In the past, many small & medium manufacturers in Taiwan adapt to mass production assembly line resulting in significant performance. Mass production is carried on a conveyor with large manpower. Over the years, the change of industrial structure and small-volume large-variety needs have affected the fluency of mass production line. Furthermore, more and more wastes were produced. Because of the existence of conveyor thinking, many companies use large machines and manpower to overcome these obstacles. It is feasible to large-scaled industries, but not to small & medium manufacturers. Managers have to find other throttling strategies; one of them is Lean Production. To improve field operations by lean thinking and carry out the layouts like: U-line, Cell production, the main purpose is to eliminate one value-added activities and obsolete conveyor thinking.
This thesis presents a single case study for a bike carrier manufacturer, to carry out cell production layout for a single production line. Using flow chart for assembly line analysis and the coordination of manager and workers, a project has been set and carried out. After applied cell production stations to the assembly line: one worker has been reduced, per unit capacity has been improved from 1 unit to 3, total production time of per unit has been improved to 54.32%. In addition, the use of fixtures, power tools and tracking labels have also improved assembly quality.
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