本論文主要是探討電子代工製造廠產業中的一線大廠的精實生產管理，總公司在臺灣全球皆有生產據點，已深耕泰國32餘年，卻意外在中美貿易戰中成為具有東南亞生產基地最大的贏家時，要如何因應客戶突如其來的大訂單，與產品不斷創新且要在舊有的生產思維下，導入大量的自動化設備與智慧型管理系統的應用，做到持續創造高效率高品質的製造生產線為探討個案主軸。
在目前工業4.0的大環境下，將智慧製造規劃管理落實導入就如同精實生產(Lean Manufacturing)。而其源自於日本的豐田生產系統(TPS)的精實生產，是近年來逐漸為歐美各大企業競相採用的生產管理技術，精實生產在導入的作業程式與方法以企業價值流的了解與改善為管理的主軸與起點，視生產流程各點的狀況與需求做出改善與優化。
本論文個案探討如何在龐大的資金與人力投入下，導入全面性的智慧型製造生產管理，其過程中面臨來自公司內部與舊思維管理模式的改革與適應，透過各部門之間層層相關的連結而推動垂直整合，並融合精實生產思維的落實一一克服與提出實質效益。

This thesis focuses on the premier electronics manufacturing company in lean production and management. The case company based in Taiwan has multiple manufacturing sites all over the world. They have been cultivating their Thailand factory locations for more than 32 years, and they unexpectedly became one of the biggest winners having Southeast Asia production bases during the China-US trade war. The main issues of discussion are to respond to the sudden surplus orders from customers, to continue to innovate with products, to introduce an increasing number of automation equipment and intelligent management applications under traditional production process, and to continue to create high-efficiency and high-quality manufacturing production lines.
With the current industry 4.0 environment, the implementation of smart manufacturing planning and management is almost similar to Lean Manufacturing. The lean production derived from Japan's Toyota Production System (TPS) is a production management technology gradually adopted by major European and American companies in recent years. Two of the impotent management methodologies for lean productions are continuous improvement and optimizations according to each unique condition and production process requirements.
This thesis focuses on implement a comprehensive intelligent manufacturing management system under conditions of investing huge capital and labor. In such process, the case company faces reforms and adaptations from the company's internal and traditional ways of management models. Moreover, the case company needs to overcome and provide substantial benefits by linking between departments in order to promote vertical integration and to implement ideas of lean production.

中文文獻
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英文文獻
1. Adwait Deshkar, Saily Kamle, Jayant Giri, Vivek Korde (2018), Design and evaluation of a Lean Manufacturing framework using Value Stream Mapping (VSM) for a plastic bag manufacturing unit, Materials Today: Proceedings, 5, 7668-7677. (https://doi.org/10.1016/j.matpr.2017.11.442)
2. Antonio Sartal, Josep Llachb, Xosé H. Vázquezc, Rodolfo de Castrob (2017), How much does Lean Manufacturing need environmental and information technologies? Journal of Manufacturing Systems, 45, 260-272. (https://doi.org/10.1016/j.jmsy.2017.10.005)