Research on the Production Strategy and Management of Chinese Mould: Take J Company as an Example

[[abstract]]模具企業廠在中國動輒千人，相較傳統台灣中小型模具廠師徒制或專責制，若沒有導入生產管理則無法提升生產競爭力，隨著3C產品國際品牌廠落實OEM/ODM分工而交付大量訂單，代工廠在微利狀態下，唯有強化生產管理才是永續法則；本研究針對標的J公司模具廠進行企業內部經營管理進行研究，就生產管理於模具產業的分層管理提出改善經驗及改善方案，同時於模具廠作業進行診斷，透過生產管理及魚骨圖找尋管理缺失進行補救。本研究採用深入訪談方式深入研究個案J公司模具廠之生產管理模式及現行生產績效，結合生產管理應用、關鍵鏈及限制理論應用，結合魚骨圖找出生產管理缺失。本研究透過實務參與深度訪談模具廠相關管理階層，發現產業所面臨挑戰主要來自於企業技術內部自我提升過慢與外部企業積極的研發行為，而企業若要保持競爭力亟需於生產管理強化，比如人才培訓及工藝強化，而非一味的節省人資開銷，同時進行設備提升及新型態材料研發，以利進行飽和技術的研究，此為面對全球化競爭下的必要手段。個案雖為上市公司資本較為充裕，在設備提升上也逐步邁向工業4.0的規模，以現行M型化的企業發展模式，較中小型企業發展相對有利，但仍不斷進行技術製成除錯以物聯網連結並做成巨量資訊，達到強化生產管理，才是最簡易可行的經營法則。[[abstract]]There are thousands of people in mold factories in China. Compared with the traditional Taiwan small and medium-sized mold factory mentoring system or special responsibility system, if production management is not introduced, production competitiveness cannot be improved. As 3C product international brand factories implement OEM/ODM division of labor, they will be delivered. With a large number of orders, the only way for OEMs to strengthen production management at low profit is the law of sustainability; this study focuses on the target J company’s mold factory to conduct research on the internal business management of the company, and proposes improvement experience and improvement on the layered management of production management in the mold industry At the same time, it is diagnosed in the mold factory, and the management defect is found through the production management and fishbone diagram to remedy. This study uses in-depth interviews to in-depth study the production management model and current production performance of the mold factory of company J, combined with production management application, critical chain and restriction theory application, and finally combined with fishbone diagram to find out the lack of production management.Through practical participation in in-depth interviews with relevant management levels of mold factories, this research found that the challenges faced by the industry mainly come from the slow internal self-improvement of technology and the active R&D behavior of external companies. If companies want to maintain their competitiveness, they urgently need to strengthen production management. For example, talent training and process enhancement, rather than saving human resources, while carrying out equipment upgrades and research and development of new materials to facilitate the research of saturation technology, this is a necessary means in the face of global competition. Although the case is that a listed company has relatively abundant capital and has gradually moved towards the scale of Industry 4.0 in terms of equipment upgrades, the current M-type corporate development model is relatively more favorable than the development of small and medium-sized enterprises, but it still continues to carry out technical preparations to debug errors. Connecting the Internet of Things and making huge amounts of information to achieve enhanced production management is the easiest and most feasible business rule