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研究生：	王楷媞 Wang, Kai-Ti
論文名稱：	精實思維的實踐與建立組織永續的改善:以安全帽開發為例 The Practice of Lean Thinking and Establishing Sustainable Organizational Improvement: A Case Study of Helmet Development
指導教授：	洪郁修 Hung, Yu-Hsiu
學位類別：	碩士 Master
系所名稱：	規劃與設計學院 - 工業設計學系 Department of Industrial Design
論文出版年：	2024
畢業學年度：	112
語文別：	英文
論文頁數：	148
中文關鍵詞：	精實思維、產品開發流程改善、正念參與循環、改善組織文化、紮根理論
外文關鍵詞：	Lean thinking, product development process improvement, mindfulness engagement, improvement organizational culture, grounded theory
相關次數：	點閱：33 下載：0
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隨著消費者需求和市場變化的快速增長，傳統的產品研發過程常導致產品過時或不符合市場需求。為應對這些挑戰，許多組織導入Lean Thinking以減少開發時間、成本和浪費，但成功實現其循環並持續改進仍具挑戰。本研究旨在透過正念循環的三個步驟推進Lean Thinking的五個步驟，使其達到永續循環。研究分為兩個階段：(1) 第一階段將正念循環中的方法(Approach)、行動(Action)與反思(Reflection)整合到Lean Thinking五個步驟改善研發流程。(2) 第二階段透過半結構式訪談及紮根理論驗證框架正確性，了解每一步驟的導入狀況和人員在框架導入後的實施情況。研究結果顯示，正念循環與Lean Thinking結合的架構有效促使參與者維持自主改進工作流程，形成了永續改進的內部文化。此外，該方法能有效識別並消除開發過程中的浪費，顯著縮短產品開發周期並提高研發效率。這些結果不僅為安全帽開發提供了具體改進策略，還為其他行業提供了可借鑒的實施框架，有助於企業在市場競爭中保持優勢。

As consumer demand and market dynamics rapidly evolve, traditional product development processes often lead to outdated products or misalignment with market needs. To address these challenges, many organizations adopted Lean Thinking to reduce development time, costs, and waste, though successfully achieving continuous improvement and sustained cycles remained challenging. This study aimed to advance Lean Thinking's five steps through the three steps of the Mindfulness Engagement cycle, achieving a sustainable improvement loop. The research was divided into two phases: (1) The first phase integrated the Mindfulness Engagement cycle's Approach, Action, and Reflection into Lean Thinking's five steps to improve the development process. (2) The second phase used semi-structured interviews and grounded theory to validate the framework's accuracy, assessing the implementation of each step and participant behavior post-implementation. The results indicated that the combined framework of the Mindfulness Engagement cycle and Lean Thinking effectively encouraged participants to maintain self-directed process improvements, fostering a sustainable internal culture of continuous improvement. Additionally, this approach successfully identified and eliminated waste in the development process, significantly shortening the product development cycle and enhancing R&D efficiency. These findings not only provided specific improvement strategies for helmet development but also offered an applicable implementation framework for other industries, helping companies maintain a competitive edge in the market.

摘要	ii
SUMMARY	iii
ACKNOWLEDGEMENTS	iv
TABLE OF CONTENTS	vi
LIST OF TABLES	x
LIST OF FIGURES	xi
CHAPTER 1 INTRODUCTION	1
1.1 Background	1
1.2 Motivation	3
1.2.1 Maintaining the Sustainability of Organizational Continuous Improvement	3
1.2.2 Cultivating Leadership to Promote Continuous Circulation of Lean Thinking	4
1.3 Purpose	5
1.4 Importance and Specific Contributions of the Research	5
CHAPTER 2 CITATION AND REFERENCE	7
2.1 Identifying Problems in Lean Improvement	7
2.2 The Principles and Applications of Lean Thinking.	8
2.2.1 The Application of Lean Thinking to Process Improvement	8
2.2.2 Effectiveness of Applying Lean Thinking to the R&D Process	10
2.2.3 Conclusion	11
2.3 Problems with the Sustainability of Lean Thinking	11
2.4 Cultivating a Culture of Continuous Improvement within the Organization	12
2.4.1 Cultivating Leadership Thinking	12
2.4.2 Conclusion	15
CHAPTER 3 Research Methodology	16
3.1 Research Framework and Model	17
3.2 Practice of Lean Improvement and the Mindfulness Engagement Cycle	18
3.2.1 Lean Thinking Process	18
3.2.2 Digital Lean Improvement Plan for R&D Process and Leadership Enhancement	19
3.2.3 Participants: Primary Improvement Personnel	23
3.2.4 Tools	25
3.3 Semi-structured Interviews	27
3.3.1 Participants	28
3.3.2 Tools	29
3.3.3 Procedure	30
3.3.4 Data Analysis	30
CHAPTER 4 Empirical Analyses	32
4.1 Introduction to the Case Company	32
4.1.1 Background of the Case Company	33
4.1.2 Product Fails to Meet External Customer Needs	34
4.1.3 Internal Communication Chaos	34
4.1.4 Scope of R&D Process Improvement	34
4.2 Practice of Lean Improvement and the Mindfulness Engagement Cycle	35
4.2.1 Identify Value	35
4.2.2 Map the value stream	37
4.2.3 Create Flow	45
4.2.4 Establish Pull	58
4.2.5 Seek perfection	67
4.2.6 Digital tool import	68
4.3 Semi-structured Interviews	69
4.3.1 Identify Value	72
4.3.2 Map the value stream	73
4.3.3 Create Flow	74
4.3.4 Establish Pull	76
4.3.5 Seek Perfection	77
4.3.6 Digital Tools Import	79
4.3.7 Conclusion	80
4.4 Research Framework Validation	81
4.4.1 Improvement results	81
4.4.2 Factors influencing continuous improvement post-Lean implementation	86
4.4.3 Key activities of the Mindfulness Engagement corresponding to Lean Thinking	88
CHAPTER 5 Discussion	90
5.1 Discussion on the Relationship between Mindfulness Engagement and Lean Thinking	90
5.2 Discussion on the Factors Contributing to the Successful Cycle of Lean Thinking	92
5.3 Research Limitations	93
5.4 Future Research	94
CHAPTER 6 Conclusion	95
REFERENCE	96
Appendix A Transcript	100
A.1  精實課程	100
A.1.1  你在「精實課程」你學習到什麼？ 有什麼啟發嗎？	100
A.1.2你在「精實課程」老師對您的有什麼學習或啟發？	102
A.1.3  你在「精實課程」你做了什麼事？有沒有影響到什麼人或事和結果？	103
A.1.4  你在「精實課程」對你的工作上有什麼幫助？	105
A.1.5  你在「精實課程」你有遇到什麼問題嗎？你是如何解決的？	107
A.2  確定價值溪流	108
A.2.1  你在「確定價值溪流」你學習到什麼？ 有什麼啟發嗎？	108
A.2.2  你在「確定價值溪流」老師對您的有什麼學習或啟發？	110
A.2.3  你在「確定價值溪流」你做了什麼事？有沒有影響到什麼人或事和結果？	111
A.2.4  你在「確定價值溪流」對你的工作上有什麼幫助？	113
A.2.5  你在「確價值溪流」你有遇到什麼問題嗎？你是如何解決的？	114
A.3  創造流動	115
A.3.1  你在「創造流動」你學習到什麼？ 有什麼啟發嗎？	115
A.3.2  你在「創造流動」老師對您的有什麼學習或啟發？	117
A.3.3  你在「創造流動」你做了什麼事？有沒有影響到什麼人或事和結果？	118
A.3.4  你在「創造流動」對你的工作上有什麼幫助？	119
A.3.5  你在「創造流動」你有遇到什麼問題嗎？你遇到問題你是如何解決的？	121
A.4  後拉	122
A.4.1  你在「後拉」你學習到什麼？ 有什麼啟發嗎？	122
A.4.2  你在「後拉」老師對您的有什麼幫助嗎？	124
A.4.3  你在「後拉」你做了什麼事？有沒有影響到什麼人或事和結果？	126
A.4.4  你在「創造流動」對你的工作上有什麼幫助？	128
A.4.5  你在「後拉」你有遇到什麼問題嗎？你遇到問題你是如何解決的？	130
A.5  完善	132
1.導入精時前與後有什麼改變嗎？後續你還做了什麼?	132
A.6  數位化	134
A.6.1 你在「數位化」你學習到什麼？ 有什麼啟發嗎？	134
A.6.2  你在「數位化」老師對您的有什麼學習或啟發？	134
A.6.3  你在「數位化」你做了什麼事？有沒有影響到什麼人或事和結果？	135
A.6.4  你在「數位化」對你的工作上有什麼幫助？	135
A.6.5  你在「數位化」你有遇到什麼問題嗎？你遇到問題你是如何解決的？	135
                                    

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