面對全球市場因顧客需求快速變動而變得更加複雜，新產品開發失敗率居高不下，唯有縮短產品開發前置時間，以更快速度為顧客創造價值，才能在激烈的市場競爭當中脫穎而出。本研究目的旨在提出一套藉由縮小產品知識缺口來快速創造顧客價值的架構，釐清如何透過在開發流程中減少產品開發知識落差來支持更快速的顧客價值創造，同時了解精實產品開發方法如何促進知識的共享與重用，並利用自動化調飲機器人清潔流程開發作為案例來展示知識創造之方法與過程，幫助理解思考脈絡及驗證在產業中之適用性。該框架共有六個步驟，分別由顧客價值確立、以顧客價值分析產品、建構因果關係圖、設定最小設計加值任務、設定和管理節拍及執行設計任務—遵行PDCA週期所組成，當中並包含精實產品開發之原則與工具，確保建立開發過程中的知識環境。研究結果表明，產品知識的生成有助於顧客價值的快速創造，受益於開發流程中的知識創造，自動化調飲機器人清潔流程改善幅度達40％，並在預定開發時程90日內完成。本研究之成果將有助於提高新產品成功機會，使研發相關部門受益，並有助於未來精實產品開發流程研究之發展。

As the global market continues to evolve with increasing complexity due to rapid shifts in customer demands, the failure rate of new product development remains high. To remain competitive in such a dynamic environment, companies must reduce product development lead times to accelerate the delivery of customer value. This study proposes a framework aimed at enhancing the rapid creation of customer value by addressing and closing product knowledge gaps. Specifically, the research seeks to elucidate how closing the knowledge gaps during product development can expedite the creation of customer value. Furthermore, it examines how Lean Product Development methodology can facilitate knowledge sharing and reuse. To validate the proposed framework, the development process of an automated bartending robot's cleaning system is utilized as a case study. This case study serves to demonstrate the methodology for knowledge creation and elucidates the cognitive processes involved, thereby validating the framework's applicability within an industrial context. The framework encompasses six critical steps: identify customer value, analyze the product in terms of customer value, build a causal map, define the minimum value-added design tasks, set and manage the development takt time, and execute the design tasks—the PDCA (Plan-Do-Check-Act) cycle. The framework also includes guidelines and tools based on Lean Product Development process to foster an environment conducive to knowledge creation. The findings of this study indicate that product knowledge generation plays a crucial role in the swift creation of customer value. Specifically, the case study of the automated beverage dispenser demonstrated a 40% improvement in the cleaning process, which was achieved within the required development time of 90 days. These results suggest that effective knowledge creation throughout the development process significantly enhances the probability of new product success. The insights from this study will benefit research and development (R&D) departments and contribute to future investigations into optimizing the new product development processes.

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