最後更新：2026.06.22
Mindman Industrial Co., Ltd. was founded in 1979. In its early years it primarily served as a distributor of major domestic and international pneumatic and hydraulic products for use across Taiwan’s leading manufacturing industries, including acting as the sole agent for foreign brands such as NISCON, PISCO, and HUMPHREY of the United States. After many years of successful operation, it became Taiwan’s largest manufacturer of pneumatic and hydraulic components. Under the outstanding leadership of new General Manager Wei-Jen Huang, the company has thoroughly implemented its quality management policies, and its products are not only marketed domestically but have also expanded to Southeast Asia, Australia, the Middle East, and advanced countries such as the United States, Japan, and Europe. Beginning in 2000, in response to market demand, the company built four plant areas including a research and development building, advanced integrated manufacturing processes, used a conveyor system to run through the production line, and invested hundreds of millions to establish an automated warehousing system that achieves JIT management. From product research and design to die casting, component machining, surface treatment, product assembly, automated warehousing, and shipping, it has improved overall quality operation efficiency and accelerated the circulation frequency of parts and finished products, meeting customers’ delivery and quality improvement targets.
The stages of Mindman’s quality management development:
Starting in 2007, Mindman Industrial began working with MiDFUN Co., Ltd. to implement the SPC quality system, effectively and precisely converting in-plant measurement data into a key basis for improvement, feeding it back into the process and satisfying customer requirements. Through digitalization it connected various pieces of equipment and automatically transmitted inspection data, improving personnel efficiency and accuracy in operations, and it successfully integrated with the Digiwin TIPTOP ERP system, realizing effective mutual support across the plant-wide management systems.
In the earlier part of 2009, the plant further planned OCAP exception management and real-time on-site monitoring, holding regular quality meetings. Routinely, the quality assurance unit used the SPC and TQM systems to audit conditions within the plant, requiring traceability of problem responsibility, with the production-responsible units handling improvements. Corrective and improvement plans for abnormal phenomena were proposed in quality meetings, and the R&D unit was asked to lead problem RPN management. At the same time, MSA calibration and GR&R management were thoroughly carried out, unsuitable inspection equipment was replaced, and the spirit of 17025 laboratory management was strengthened to ensure the precision, reproducibility, reliability, and cycle stability of inspection personnel and equipment. Through these activities, the plant developed the important production culture of “Quality comes from management” and “Quality comes from habit.”
In the later part of 2009, in response to fierce global competition, the company actively worked to lead and drive the improvement of equipment utilization rate, turnover rate, and machining precision. To reduce operating costs and increase competitive advantage, it introduced MiDFUN’s TPM equipment and consumables management and HRM human resource management system, refining the inventory, requisition, repair, and benefit analysis of cutting tools, consumables, and fixtures, as well as equipment maintenance and machining technology management. In personnel matters, it placed the right people in the right positions to make proper use of resources. Through the introduction of the three systems MSA, TPM, and HRM and the subsequent professional services provided by MiDFUN Co., Ltd., the originally complicated operational management matters were resolved all at once, while a complete digitalization of production technology and management system was established, allowing everyone to fully realize their talents and everything to be fully utilized, achieving the 3T goals of TQM, TPS, and TPM.
The primary objective for 2011 was to introduce MiDFUN’s FMEA, APQP, and PPAP systems, linking the quality process knowledge base across departments, streamlining the time spent on meeting reviews, and avoiding having too many large and small software programs in the plant, each operating independently and consuming maintenance resources. Using a shared system database architecture, management tools with practical plant needs but different purposes were integrated. Through MiDFUN Co., Ltd.’s professional services, it became a model TQM enterprise, allowing the plant not only to manufacture and produce, but also, through research and design, to give product quality a better foundation from the very beginning. With FMEA’s rigorous management process, it established the advanced goal that “Quality is developed through R&D,” reducing the potential crisis of manufacturing quality costs in the plant and achieving twice the result with half the effort.
Through 2019, the primary objective was to carry out optimization cooperation on each system. In addition to continuously adding to the machining cutting-tool knowledge and experience base, there were also discussions and plans for cooperation on the development of related mobile devices. In this era of mobility, the hope was that through the development of related apps, immediate benefits could be achieved for quality input and the real-time control of quality.
[Conclusion]:
By proactively applying the QRP quality resource integration platform, Mindman Industrial closely linked every step from R&D to production, developing a streamlined and efficient internal management model. Quality was improved while costs were reduced, and it provided higher-grade technology and quality products. It is currently a leading model enterprise in the pneumatic and hydraulic industry. General Manager Wei-Jen Huang set the quality goal: “Mindman Industrial aims to establish product quality reliability, so that customers are willing to spend 20% more to choose its products, while using the TQM system management to reduce internal production process costs by 20%.” Through such clear vision and tangible results, in the face of the steady stream of domestic and international customers visiting over the past two years, Mindman’s TQM case study has always earned praise from customers.
