本研究以國內某上市公司在台灣的連接器工廠為實例，主要目的在透過精實生產五大步驟: 價值確認( Specify Value)，確認價值溪流(Identify Value Stream) 、暢流(Flow)、後拉式生產(Pull)及完善(Perfection)等原理，藉由消除浪費，降低存貨成本及提高價值，並不斷地發揮創意與進行持續 「改善活動」，讓工廠能夠透過精實生產來降低在製品數量，也就是不需要更大儲存空間，有效利用廠房空間，使工廠因為減少在製數量降低系統中的無謂等待，與空間上的浪費，提升生產效率，降低整體的營運成本。這樣的效益正是連接器在台灣工廠之所需。
本個案在不影響客戶的情況下，所獲得的精實效益包括生產力提升超過30%，工資率與去年同期減少45%，單位成本下降28.7%。同時所執行的精實改善專案中: CIP 成本改善節省了約1555萬台幣，組織精實/流程改善節省了約1800萬台幣，品質成本改善節省了約90萬台幣，零件材料節省約106萬台幣。

In this case study, a connector factory which is listed in Taiwan as an example。The main purpose is to go through the five major steps of lean production: Specify Value、Identify Value Stream、Flow、Pull and Perfection of principles by eliminating waste，reducing inventory costs and increasing value，and continuously develop creativity，carry out continuous “ improvement activities”，Allows the factory to reduce the number of products in process through lean production。That means there is no need for more storage space and could efficient use the space of plant。Because factory has reduced the number of products in process，The factory will reduce the unnecessary waiting which existed in system and with space waste，improve production efficiency and reduce overall operating costs，This benefit is exactly what the connector factory needs in Taiwan。
In this case study without affecting to the customer, the benefit gained by lean production include a productivity increase of over 30%，hourly rate reduction of 45% over the same period of last year，and a unit cost reduction of 28.7%；At the same time，the implementation of lean production improvements, CIP cost saved about 15.5 million (NTD)，organization/ process improvement saved about 18million(NTD), quality cost improvement saved about 0.9 million(NTD)，and material saved about 1.06 million (NTD)。

中文摘要………………………………………………………………………………i
Abstract ………………………………………………………………………………ii
誌 謝 ……………………………………………………………………………iii
目 錄 ……………………………………………………………………………iv
圖目錄………………………………………………………………………………vi
表目錄………………………………………………………………………………viii
第一章 緒論…………………………………………………………………………1
1.1 研究動機……………………………………………………………………1
1.2 研究目的……………………………………………………………………2
1.3 研究流程……………………………………………………………………2
第二章 文獻探討……………………………………………………………………4
2.1 精實生產……………………………………………………………………4
2.2 豐田生產系統………………………………………………………………5
2.3 精實生產思維………………………………………………………………5
2.4 精實生產工具………………………………………………………………6
2.5 精實生產五步驟……………………………………………………………7
2.6 連接器………………………………………………………………………10
第三章 研究方法……………………………………………………………………12
3.1 精實五步驟的建構…………………………………………………………12
第四章 個案研究……………………………………………………………………14
4.1 個案背景簡介………………………………………………………………14
4.2 個案分析與探討…………………………………………………………16
4.2.1 專案團隊建立…………………………………………………16
4.2.2 FPC連接器生產流程說明………………………………………16
4.2.3 問題定義與分析…………………………………………………17
4.2.4 確認價值溪流……………………………………………………24
4.2.5 精實改善專案………………………………………………………28
4.3 專案改善成果………………………………………………………………32
4.4 個案研究小結…………………………………………………………34
第五章 總結與建議…………………………………………………………………38
參考文獻………………………………………………………………………………39

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