隨著科技快速發展與市場變動加劇，消費者需求趨於多樣化，產品與服務的生命週期日益縮短，企業必須具備即時應對市場需求的能力。精實管理出現，然而許多企業在實踐上常遇到困境。本研究欲探討以精實領導為核心之光學眼鏡觀光工廠之實踐，並驗證是否滿足觀光客與利害關係者的期待。使用紮根理論 ( Grounded Theory ) 進行質性編碼分析探討3位員工對精實領導導入歷程的反饋，並運用配對樣本 t 檢定（paired-samples t-test）進行量化分析，探討15位一般觀光客對精實領導導入結果的滿意度。結果發現CEO採用之4F思維（Find、Face、Frame、Form）及其引導與支持系統扮演關鍵角色。透過現地現物觀察、跨部門共同討論與工作坊共創機制，促使組織成員得以以顧客價值為核心重新理解現況問題，並在共同反思與協作中形成改善共識與行動方向。此一機制不僅促進全員參與，亦使改善決策由傳統自上而下的指令式推動，逐步轉化為自下而上的共同決策與持續改善模式，進而提升員工的認同感、參與動機與實際投入程度。對於學術而言補足既有研究多集中於工具導向的不足，並深化精實領導在組織轉型與服務創新脈絡中的理論應用與研究價值；就實務層面而言，本研究透過產學合作協助個案公司進行觀光工廠服務體驗與營運流程之改善，並建構可供參考之導入準則與推動邏輯，使其具備跨領域應用之潛力，未來亦可作為其他服務型組織推動改善與轉型之借鏡。

With the rapid development of technology and intensified market fluctuations, consumer demands have become increasingly diversified, and the life cycles of products and services have continued to shorten. As a result, enterprises must possess the capability to respond to market demands in a timely manner. Lean management has thus emerged; however, many enterprises frequently encounter difficulties in its practical implementation. This study aims to explore the practice of an optical eyewear tourism factory centered on lean leadership and to examine whether it meets the expectations of tourists and stakeholders. Grounded Theory was employed to conduct qualitative coding analysis to examine feedback from three employees regarding the process of lean leadership implementation, and a paired-samples t-test was used for quantitative analysis to investigate the satisfaction of fifteen general tourists with the outcomes of lean leadership implementation.
The results indicate that the 4F thinking adopted by the CEO (Find, Face, Frame, Form), as well as the associated guidance and support system, played a critical role. Through on-site observation (genchi genbutsu), cross-departmental joint discussions, and workshop-based co-creation mechanisms, organizational members were enabled to reinterpret existing problems from a customer value–centered perspective and to form shared improvement consensus and action directions through collective reflection and collaboration. This mechanism not only facilitated full employee participation but also gradually transformed improvement decision-making from a traditional top-down, directive-driven approach into a bottom-up model of collective decision-making and continuous improvement, thereby enhancing employees’ sense of identification, motivation for participation, and level of actual engagement. From an academic perspective, this study addresses the limitation of existing research that predominantly focuses on tool-oriented approaches, and further deepens the theoretical application and research value of lean leadership within the contexts of organizational transformation and service innovation. From a practical perspective, through industry–academia collaboration, this study assisted the case company in improving its tourism factory service experience and operational processes, and constructed a set of referenceable implementation guidelines and promotion logic, demonstrating potential for cross-disciplinary application and providing a valuable reference for other service-oriented organizations seeking to promote improvement and transformation in the future.

Ahmed, F., Fattani, M. T., Ali, S. R., & Enam, R. N. (2022). Strengthening the Bridge Between Academic and the Industry Through the Academia-Industry Collaboration Plan Design Model. Frontiers in Psychology, 13. doi:10.3389/fpsyg.2022.875940
Amalean, M. (2018). Supporting Sri Lankan society by transforming our company. Retrieved from https://www.planet-lean.com/articles/sri-lanka-lean-management-mas-holdings
Anderson, K., Yoshino, I., & Shook, J. (2020). Learning to lead, leading to learn : lessons from Toyota leader Isao Yoshino on a lifetime of continuous learning (First edition ed.). California: Integrand Press.
Awasthy, R., Flint, S., Sankarnarayana, R., & Jones, R. (2020). A framework to improve university–industry collaboration. 2, 49-62. doi:10.1108/jiuc-09-2019-0016
Baker, D. (2025). 7 Ways CEOs Lead a Lean Company Differently Than Their Peers. Retrieved from https://www.linkedin.com/pulse/7-ways-ceos-lead-lean-company-differently-than-peers-damon-baker-p6kjc/
Balle, M., Chartier, N., Paoli, G., & Medina, R. (2023). 提高標竿.
Balle, M., Jones, D., Chaize, J., & Fiume, O. (2017). The Lean Strategy: Using Lean to Create Competitive Advantage, Unleash Innovation, and Deliver Sustainable Growth: McGraw Hill LLC.
Belhadi, A., Touriki, F. E., & Fezazi, S. E. (2017). Prioritizing the solutions of lean implementation in SMEs to overcome its barriers. Journal of Manufacturing Technology Management, 28, 1115-1139. doi:10.1108/jmtm-04-2017-0066
Chabiron, C. (2018). How this SME made lean its strategy for sustainable growth. Retrieved from https://www.planet-lean.com/articles/soditel-notes-gemba-lean-thinking
Chabiron, C. (2021). Deep dive in a lean digital company #6. Retrieved from https://www.planet-lean.com/articles/lean-strategy-theodo
Chabiron, C., Medina, R., & Haguenauer, A. (2022). Learning to Scale at Theodo Group: Growing a fast and resilient company
Chaize, J. (2017). Helping CEOs to see lean thinking as their strategy. Retrieved from https://www.planet-lean.com/articles/strategy-in-search-of-strategist-chaize
Chartier, N., Coignet, P., & Olivencia, S. (2019). The Lean Sensei: Lean Enterprise Institute, Incorporated.
Chiarini, A., Baccarani, C., & Mascherpa, V. (2018). Lean production, Toyota Production System and Kaizen philosophy. The Tqm Journal, 30, 425-438. doi:10.1108/TQM-12-2017-0178
Cilliers, F., & Greyvenstein, H. (2012). The impact of silo mentality on team identity: an organisational case study. Sa Journal of Industrial Psychology, 38, 75-84. doi:10.4102/SAJIP.V38I2.993
Danese, P., Manfè, V., & Romano, P. (2018). A Systematic Literature Review on Recent Lean Research: State-of-the-art and Future Directions. International Journal of Management Reviews, 20(2), 579-605. doi:https://doi.org/10.1111/ijmr.12156
Dombrowski, U., & Mielke, T. (2013). Lean Leadership – Fundamental Principles and their Application. Procedia CIRP, 7, 569-574. doi:https://doi.org/10.1016/j.procir.2013.06.034
Dube, G. (2018). A CEO's journey of personal transformation. Retrieved from https://www.planet-lean.com/articles/personal-transformation-ceo
Etzkowitz, H., & Leydesdorff, L. (2000). The dynamics of innovation: from National Systems and “Mode 2” to a Triple Helix of university–industry–government relations. Research Policy, 29(2), 109-123.
Evans, N., Miklošík, A., & Du, J. T. (2023). University-industry collaboration as a driver of digital transformation: Types, benefits and enablers. Heliyon, 9. doi:10.1016/j.heliyon.2023.e21017
Faull, N. (2021). A hospital CEO on lean and the Covid resurgence. Retrieved from https://www.planet-lean.com/articles/lean-hospital-ceo-covid
Fiume, O. (2012). Lean Strategy and Accounting: The Roles of the CEO and CFO. Lean Accounting: Best Practices for sustainable Integration, 43-65.
Fiume, O. (2018). Orry Fiume on the two realities of lean that scare most CEOs. Retrieved from https://www.planet-lean.com/articles/lean-thinking-scaring-ceos
Franz, C., Bieger, T., & Herrmann, A. (2017). Evolving Business Models - How CEOs Transform Traditional Companies. doi:10.1007/978-3-319-48938-4
Gallagher, S. (2005). The Toyota Way. IEEE Transactions on Engineering Management, 52, 140-140. doi:10.1109/tem.2004.839963
Gatell, I., & Avella, L. (2024). Impact of Industry 4.0 and circular economy on lean culture and leadership: Assessing digital green lean as a new concept. European Research on Management and Business Economics. doi:10.1016/j.iedeen.2023.100232
Goktas, H. O., & Yumuşak, N. (2024). Applying the Delphi Method to Assess Critical Success Factors of Digitalization While Sustaining Lean at a Lean Automaker. Sustainability. doi:10.3390/su16198424
González, M. E. A., Comesaña, L. R., & Brea, J. A. F. (2007). Assessing tourist behavioral intentions through perceived service quality and customer satisfaction. Journal of Business Research, 60(2), 153-160.
Harada, T. (2021). 流的傳承.
Hotho, S., & Champion, K. (2011). Small businesses in the new creative industries: innovation as a people management challenge. Management Decision, 49(1), 29-54.
Hsieh, Y.-H., & Chuang, I.-C. (2020). Evaluation of key factors for service experience: A comparison of tourism factories and international tourism hotels. Tourism Economics, 26(3), 404-436.
Ignace, M.-P. (2018). Le lean, c’est fantastique! Retrieved from https://www.planet-lean.com/articles/le-lean-cest-fantastique
Isfahani, H. M., Tourani, S., & Seyedin, H. (2019). Lean management approach in hospitals: a systematic review. International Journal of Lean Six Sigma. doi:10.1108/IJLSS-05-2017-0051
Jhao, k. (2024). 趙克強 博士 - CEO 在企業轉型中的精實戰略 | 機械公會2024「機械業CEO在企業轉型中的精實戰略論壇」. Retrieved
Jones, D. W., Jim. (2007). 綜觀全局 Seeing the whole (林建銘, Trans.). 財團法人中衛發展中心.
Junaidi, N. H., & Jaes, L. (2023). SILO’ CULTURE: CHALLENGES IN MANAGEMENT IN THE PUBLIC SECTOR. International Journal of Entrepreneurship and Management Practices. doi:10.35631/ijemp.621005
Kahneman, D. (2011). Thinking, fast and slow: macmillan.
Kaundal, B., & Singh, S. (2022). Academia-industry linkages: Theoretical and empirical review article. World Journal of Advanced Research and Reviews. doi:10.30574/wjarr.2022.15.1.0488
Klemeš, J. (2013). Industry–academia partnership. Clean Technologies and Environmental Policy, 15, 861-862. doi:10.1007/s10098-013-0698-z
Kokkinou, A., & Van Kollenburg, T. (2022). Critical success factors of Lean in Higher Education: an international perspective. International Journal of Lean Six Sigma. doi:10.1108/ijlss-04-2022-0076
Lamberton, T. (2017). Developing lean coaches to improve outcomes for students. Retrieved from https://www.planet-lean.com/articles/lean-coaching-christleton-learning-trust
Lee, C.-F. (2015). Tourist satisfaction with factory tour experience. International Journal of Culture, Tourism and Hospitality Research, 9(3), 261-277.
Liu, X. (2012). Cross-departmental Collaboration in China’s Public Service Delivery: Drivers and Obstacles.
Lodgaard, E., Ingvaldsen, J., Gamme, I., & Aschehoug, S. (2016). Barriers to Lean Implementation: Perceptions of Top Managers, Middle Managers and Workers. Procedia CIRP, 57, 595-600. doi:10.1016/j.procir.2016.11.103
Medina, R. (2020). Learning to Scale.
Nardi, M. (2017). How we pioneered lean in Italy and are still leading the way. Retrieved from https://www.planet-lean.com/articles/pietro-fiorentini-nardi-interview-lean-thinking
Netland, T., Powell, D., & Hines, P. (2019). Demystifying lean leadership. International Journal of Lean Six Sigma. doi:10.1108/ijlss-07-2019-0076
Olivencia, S., Notaro, L., & Medina, R. (2019). When startups visit Toyota. Retrieved from https://www.planet-lean.com/articles/lean-startups-toyota
Osorno-Hinojosa, R., Koria, M., & Del Carmen Ramírez-Vázquez, D. (2022). Open Innovation with Value Co-Creation from University–Industry Collaboration. Journal of Open Innovation: Technology, Market, and Complexity. doi:10.3390/joitmc8010032
Priolo, R. (2015). A leader can never stop running experiments. Retrieved from https://www.planet-lean.com/articles/a-leader-can-never-stop-running-experiments
Priolo, R. (2016). Lean leadership means advocating problem solving at gemba. Retrieved from https://www.planet-lean.com/articles/carlos-pinto-leader-profile-lean-thinking
Pylypyuk, P. (2018). How a Ukrainian company modernized itself using lean. Retrieved from https://www.planet-lean.com/articles/modernizing-factory-people-engagement-lean
Rajalo, S., & Vadi, M. (2017). University-industry innovation collaboration: Reconceptualization. Technovation, 62-63, 42-54. doi:https://doi.org/10.1016/j.technovation.2017.04.003
Rossoni, A. L., De Vasconcellos, E. P. G., & De Castilho Rossoni, R. L. (2023). Barriers and facilitators of university-industry collaboration for research, development and innovation: a systematic review. Management Review Quarterly, 1-37. doi:10.1007/s11301-023-00349-1
Sandrine Olivencia, L. N., Regis Medina. (2019). When startups visit Toyota. Retrieved from https://www.planet-lean.com/articles/lean-startups-toyota
Sawas, M., & Watfa, M. (2015). The Impact of Cloud Computing on Information Systems Agility. Australasian Journal of Information Systems, 19(0). doi:10.3127/ajis.v19i0.930
Scott, I. (2020). Governing by Silos. doi:10.1093/acrefore/9780190228637.013.1414
Sharma, S., & Nair, A. (2019). A success story of Industry- academia integration. Journal of emerging technologies and innovative research. Retrieved from https://consensus.app/papers/a-success-story-of-industry-academia-integration-sharma-nair/860fa6e4bcae525684a7a36e0b6dca06/
Shen, K.-Y. (2017). Compromise between short-and long-term financial sustainability: A hybrid model for supporting R&D decisions. Sustainability, 9(3), 375.
Stoller, J. (2023). The Lean CEO (PB): McGraw-Hill Education.
Tereshchenko, E., Salmela, E., Melkko, E., Phang, S., & Happonen, A. (2024). Emerging best strategies and capabilities for university–industry cooperation: opportunities for MSMEs and universities to improve collaboration. A literature review 2000–2023. Journal of Innovation and Entrepreneurship, 13, 1-45. doi:10.1186/s13731-024-00386-4
Toledo, J., Gonzalez, R., Lizarelli, F., & Pelegrino, R. A. (2019). Lean production system development through leadership practices. Management Decision. doi:10.1108/MD-08-2017-0748
Toussaint, J. (2015). The Framework for a Whole-System Transformation. Journal of healthcare management / American College of Healthcare Executives, 60 6, 386-389. doi:10.1097/00115514-201511000-00003
Van Rossum, L., Aij, K., Simons, F. E., Van Der Eng, N., & Have, W. T. (2016). Lean healthcare from a change management perspective. Journal of health organization and management, 30 3, 475-493. doi:10.1108/JHOM-06-2014-0090
Vanichchinchai, A. (2022). The effects of the Toyota Way on agile manufacturing: an empirical analysis. Journal of Manufacturing Technology Management. doi:10.1108/jmtm-02-2022-0053
Waal, A., Weaver, M., Day, T., & Heijden, B. (2019). Silo-Busting: Overcoming the Greatest Threat to Organizational Performance. Sustainability. doi:10.3390/su11236860
Wager, L. W. (1965). Leadership style, hierarchical influence, and supervisory role obligations. Administrative Science Quarterly, 391-420.
Wilson, A. (1969). Hierarchical structures. Science, 165 3889, 202. doi:10.1126/science.165.3889.202
Womack, J. P., & Jones, D. T. (1997). Lean thinking—banish waste and create wealth in your corporation. Journal of the operational research society, 48(11), 1148-1148.
Xu, X. (2024). The second generation of the machinery industry is striving for transformation. The Machinery Association promotes "CEO Lean" to practice the lean concept.
Zaslavska, K., & Zaslavskyi, V. (2024). Implementation of the project approach as a tool for ensuring flexibility and adaptability of business structures in a turbulent environment. Ukrainian Journal of Applied Economics and Technology. doi:10.36887/2415-8453-2024-3-31