||When the profit is compressed by the cost, quality, delivery, efficiency and flexibility in the tranditional industries, it is always the focus for the academic community and the field about how to build up two basic forces of competition: “quick response” and “competitive advantage” in the trends toward continuously short life cycle of product and extremely small amount yet many varieties of product. Applying lean production with “small quantity yet most variety” to the activities of business operation is expected to create a highly lean and refined enterprise through the process of management in the company operation and to make more benefits to reach the goal of business and survive in the field.|
This research discusses if “customer participatation”, “the relations with suppliers” and “the management technique of organization” quoted from the the management concepts of lean production influence manufacturing efficiency and also treats the correlation between them. Furthermore, it verifies the difference between each dimension of management concept of lean production mentioned above with the organization performance.
It takes the tranditional manufacturing industry in Taiwan as the objects of sampling and collects the cognitions of the interviewed on the three measuring dimensions including relation with suppliers, the management technique of organization, and customer participatation to the agreement degree for the execution inside organization and also the agreement degree to suppliers. The raw data are verified by SPSS software package and we get some conclusions below:
There is remarkable positive influence between the suppliers with lean production and manufacturing performance. The factor of suppliers’ participation has direct influence, and the next is information feedback from suppliers. But no direct influence existed to those suppliers with JIT delivery.
There is remarkable positive influence between the management technique of organization and manufacturing performance. We find direct positive effect between manufacturing process SPC and employees’ participation EMP. But there is no remarkably direct influence to “Pull production”, “Continuous production process”, “ Shorten preparing time” and “Total production maintenance”. However, the influences of “ Shorten preparing time”, “Total production maintenance” are bigger than “Pull production” and “Continuous production process”.
There is remarkable positive influence between the customers with lean production and manufacturing performance. Mainly direct influence effect for customer participation exists but no direct influence effect for information feedback from suppliers relatively.
There is remarkable positive influence between the suppliers with lean production and customers’ participation. The study finds that there is direct influence effect for information feedback from suppliers and customers’ participation. Second are suppliers’ participation and suppliers with JIT delivery.
The result of this research provides managers in the manufacturing industry a path to improve the manufacturing performance of company by undertaking 5 remarkable indexes: (1) Suppliers’ participation, (2) Information feedback from suppliers, (3) Management of manufacturing process, (4) Employees participation, (5) Customers’ participation. Enhancing the relations with suppliers as well as customer participation, and upgrading management technique of organization will effectively improve the quality and delivery performance for the suppliers. Also it improves the manufacturing performance, and promotes the satisfication level of customers to increase enterprise’s competition at last.