豐田生產系統在製造業以外的應用 -以台灣豐田汽車售後服務之鈑噴服務為例

Abstract

近年雖然總機動車輛持有數仍逐漸上升，但汽車新車銷售日漸飽和。對於汽車經銷商來說，主要獲利項目已移轉至售後的維修、保養。因此，如何在競爭激烈的保養維修市場保持競爭力，是汽車經銷商的當務之急。自2003年開始，豐田的經銷體系導入豐田生產方式，希冀能夠提高生產力，快速維修完成，以提高顧客滿意度。 本研究即藉由個案研究方式，探討當時豐田經銷商之維修鈑噴中心導入豐田式生產的情況，並加以歸納分析，以作為將豐田生產方式導入製造業以外之參考。 研究發現，採取藉由改善消弭過程中的遲滯，建立平順的生產線，並且執行單次單件的生產的”連續作業流程”是鈑噴中心得以提高生產效率的關鍵。而為達到連續作業流程，須致力於將生產流程標準化，並適度切割生產流程，使每一程序所花時間約略相同。此外，非製造業的生產數量不易控制，尤其是服務業，還須視顧客上門服務的數量決定；因此，能否達到連續性生產的規模亦是須考慮的問題。最後，導入到不同產業時，仍須視情況搭配不同的配套措施，以促進連續性生產的順暢。

The amount of automobiles is increasing recently; however, the increase isn’t for new automobiles sales. Accordingly, most profit comes from maintaining and repairing automobiles for automobiles distributors. The most importance for automobiles distributors is to think how to enhance their ability to compete with others. In order to raise the customer satisfaction, the Toyota distributor system introduced Toyota Production System (TPS) since 2003 to increase the production efficiency and shorten the repairing time. This research studies the process of introducing TPS to Toyota distributor system, and then induces why the introducing TPS is successful. In addition, the result is useful when instructing TPS to other industries. This study finds that continuous production line is a key factor to improve the production efficiency. The continuous production line processes one product at the same time to eliminate lead time. To ensure the continuous production line work well, it need to standardize the production process, and divide the process into several work station appropriately according to make each process time equal in each work station. However, for service industry, the amount of customer isn’t the same every day. Whether there are enough customers for the continuous production line to produce economically is also important. Finally, it still needs to combine other policies to ensure the continuous production system work smoothly when introduce TPS to different industries.