近幾年來，許多製造業不斷嘗試將生產過程更加“精實”，以期能生存於日漸競爭的市場中。“精實”的概念如同一個節食過程，讓我們消除一些非增值的活動，以追求更完美的境界。價值溪流圖，亦如眾所周知的物流與資訊流的繪製，它是一個精實管理的方法，用以了解產品或服務從特定的流程開始直到交付給客戶這整個過程中一系列的事件其現況與未來的分析。本篇論文試圖探討以開關製造為例，使用價值溪流的技術分析方法進行精實生產的改善。此外，本篇論文採用DMAIC （設計-測量-分析-改善-管制）研究方法導向闡述精實轉型過程以及各過程的工具應用。

For the last few years most manufacturing industries have been trying to get “lean” from their operations for the survival in competitive market. The “lean” concept is an operation “diet” which allows us to eliminate what is Non-Value-Add (NVA) activities in order to strive for perfection. Value stream mapping (VSM), also known as “material and information flow mapping”, is a lean management method for analyzing the current state and designing a future state for the series of events that take a product or service from the beginning of the specific process until it reaches the customer. In this paper, an attempt has been made to apply VSM as a technique to achieve production improvement at switch manufacturing. This paper also describes the implementation of lean tools by using the methodology “Design-Measure-Analyze-Improve-Control” (DMAIC) approaching and develops lean transformation.

Chapter 1 Introduction........................................1
1.1 Background and motivation.................................1
1.2 Purpose...................................................2
Chapter 2 Literature review...................................3
2.1 Lean production...........................................3
2.2 Lean tools................................................4
Chapter 3 Research methodology................................8
3.1 Overview of DMAIC approaching.............................8
3.2 Define....................................................8
3.2.1 Fundamentals training..................................8
3.2.2 Team charter...........................................9
3.3 Measure..................................................10
3.3.1 Product family matrix.................................10
3.3.2 Create and name the value stream......................12
3.3.3 Plant-wide block layout...............................13
3.3.4 Identify key value stream.............................15
3.4 Analyze..................................................20
3.4.1 Takt time calculation.................................20
3.4.2 Operator balance chart (OBC)..........................21
3.4.3 Lean cells............................................21
3.4.4 Return on investment (ROI)............................22
3.5 Improve and control......................................23
Chapter 4 Case Study.........................................24
4.1 Company introduction.....................................24
4.1.1 Background..........................................24
4.1.2 Switch manufacturing processes......................25
4.2 Business case............................................26
4.3 Data collection..........................................28
4.3.1 Order historical data and forecasting...............28
4.3.2 Product family matrix...............................29
4.3.3 Plant layout and space utilization..................31
4.3.4 Spaghetti diagram...................................35
4.4 Current state of VSM.....................................40
4.5 Proposed future state of VSM.............................42
4.5.1 Takt time calculation...............................42
4.5.2 Proposed operator balance chart (OBC)...............43
4.5.3 Proposed inventory reduction plan...................48
4.5.4 Proposed layout and lean cells......................49
4.5.5 Return on investment (ROI)..........................55
4.6 Implement improvement plan and control...................57
4.7 Future state of VSM......................................57
Chapter 5 Conclusion.........................................60
5.1 Key benefit..............................................60
5.2 Recommendation...........................................60
References...................................................61

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