在美妝市場逐年競爭，消費者需求瞬息萬變的情況下，為了成功拿下訂單，快速回應成為企業脫穎而出的核心能力。對於大多仰賴進口的美妝產品來說，物流效率更是關鍵。

本研究以跨國FMCG集團台灣分公司為研究對象，透過訪談、觀察、數據搜集，分析該公司物流中心現行出貨流程，並利用精實倉儲（Lean Warehousing）的理論基礎，提出作業流程的優化方案，最後檢視改善成效。

根據數據顯示，包裝作業的效率仍有成長空間，進一步由程序流程圖（Flow Process Chart）發現，包裝作業隱藏著搬運、等待、低估人才等浪費。綜合訪談與觀察結果，依據人員教育訓練、流程優化、績效表現、實體佈局調整等四大構面設計改善方案；其中佈局調整方案獲得落實，非增值時間（Non Value-Added Time）、移動次數與距離等指標表現得到好轉。

本研究透過實務案例證明：一、程序流程圖能夠幫助管理者辨識流程中的潛在浪費。二、員工參與（Employee Involvement）是持續改進的重要動能。三、打造精實倉儲佈局，不需耗費龐大成本。

In the case of increasingly fierce competition in the beauty market and the consistent changes in consumer demand, to successfully win orders, "Quick Response" has become the core competency for business to stand out.

This study takes the Taiwan branch of a multinational FMCG group as the research object. Analysis of the current outbound process in the firm's distribution center is performed through interviews, observations and data collection. A proposed solution adopting the theory of Lean Warehousing is applied and the result is reviewed after execution.

According to the data, there's room for growth in the efficiency of packing operation. The wastes of transport, waiting and underutilization of people’s skills in the packing process are identified via Flow Process Chart. Improvement solutions are designed into 4 parts (employee training, process optimization, performance review, and physical layout adjustment) based on the interviews and observation; the layout adjustment suggestion is adopted by the company which declines non-value-added time, moving distance and frequency.

The following points are proved through this case study research: 1. Flow Process Chart helps managers find the potential wastes in the process. 2. Employee Involvement is an important driving force for continuous improvement. 3. The cost of making a lean warehouse layout is affordable.

致謝 I
摘要 II
Abstract III
目次 IV
圖次 VIII
表次 X
第壹章 緒論 1
第一節 研究背景與動機 1
第二節 研究問題與目的 5
第三節 研究流程 5
第貳章 文獻探討 7
第一節 倉儲管理 7
（一） 倉儲作業流程 7
（二） 進貨與出貨 8
（三） 倉儲設計與佈局 10
（四） 包裝工作站設計 11
第二節 精實倉儲管理 12
（一） 精實思維 12
（二） 精實帶來的效益 14
（三） 精實的實施步驟 15
（四） 精實倉儲(Lean Warehousing) 15
（五） 精實倉儲的七大浪費(Seven Wastes) 16
第三節 流程程序圖 18
（一） 五種活動類型 18
（二） 改善要點四原則 19
第四節 價值溪流圖 20
第參章 研究方法 22
第一節 研究方法選擇因素 22
第二節 研究對象選擇 22
第肆章 個案分析 26
第一節 個案公司介紹 26
第二節 物流中心簡介 26
（一） 倉庫佈局 26
（二） 人員概況 28
第三節 倉儲作業 29
（一） 作業流程簡述 29
（二） 收貨 29
（三） VAS 加工 30
（四） 上架 32
（五） 出貨 32
1 波次備貨 32
2 揀貨 33
3 包裝 34
（六） 配送 35
第四節 PDA 揀貨包裝系統 36
第五節 現場作業問題 37
第伍章 改善方案與結果 41
第一節 包裝作業流程分析 41
第二節 改善方案 44
（一） 改良工作站佈局 46
（二） 建立詳細易讀的 SOP(Standard Operating Procedures) 50
（三） 責任規範與績效指標 50
第三節 實際結果 51
第陸章 結論與建議 55
第一節 結論 55
第二節 研究貢獻 56
第三節 未來方向 57
參考文獻 60
中文部分 60
英文部分 61
附錄 64
第一次訪談 64
第二次訪談 64

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