臺灣博碩士論文加值系統

精實生產系統（Lean Production System）對現今台灣產業而言已極為熟悉，不少企業積極尋求專業諮詢，以提升生產效率。然而，在實際導入的過程中，大多數企業面臨意想不到的艱難與挑戰，導致許多失敗案例。本研究發現許多研究曾運用自律型工作團隊(Self-directed work team；簡稱 SDWT）來克服導入過程中的障礙，但經許多文獻詳細探討後，SDWT在變革過程中是否為適合的團隊形式，以及如何保持持續改善的動力，過往研究未予以探討。因此，本研究試圖透過理論性及實際訪談，釐清精實變革下SDWT所需具備的制度層面，及團隊需佐以哪些心理層面的因素，藉此達到有活力的工作團隊，並探討成功導入精實模式企業之團隊，如何擁有持續改善的動力。
本研究將闡明精實變革與SDWT的相關特徵和定義，同時瞭解現有研究的缺陷。探討過去工作團隊形成上的困難，並尋求彌補過去研究不足之處，歸納出精實變革下可持續改善的精實團隊模型與理論架構；最後，選定四家已推行多年精實生產模式之企業做實證對象，針對理論分析架構做驗證與補足。
經實證發現精實變革下不同企業之工作團隊，反映出三種不同團隊類型；對於未能成功轉變為SDWT，於變革中期將面臨著眾多挑戰。因此，強調結合心理與物質的多元激勵制度，對於創造振奮人心的效果至關重要，同時能夠靈活適應成員的差異化需求，誘發成員的內在動機，激發對工作的高度投入。此外，本研究亦發現，願景具有兩面特性，可以是激發團隊的強大動力，也可能使團隊感到遙不可及而削弱動力，必須根據工作團隊的狀況做適度調整，確保願景在激勵團隊方面發揮正面影響。

The Lean Production System has become well-known in today's Taiwanese industry, and many companies actively seek professional consultation to enhance their production efficiency. However, during the actual implementation process, most companies face unexpected difficulties and challenges, resulting in numerous cases of failure. This study has found that many researchers have utilized Self-directed Work Teams (SDWT) to overcome barriers in the implementation process. However, previous studies have not thoroughly explored whether SDWT is a suitable team form during the transformation process and how to maintain the motivation for continuous improvement. Therefore, this study aims to clarify the institutional aspects required for SDWT in the context of lean transformation and identify the psychological factors that need to be combined with the team, in order to achieve a vibrant work team. Furthermore, the study explores how teams in successfully implemented lean enterprises maintain the motivation for continuous improvement.
This research will elucidate the characteristics and definitions of lean transformation and SDWT while addressing the limitations of existing studies. It will explore the difficulties in forming work teams in the past and seek to compensate for the previous research shortcomings by formulating a lean team model and theoretical framework for sustainable improvement. Finally, four companies that have implemented lean production for several years will be selected as empirical subjects to validate and complement the theoretical analysis framework.
Based on the empirical findings of this study, it was discovered that work teams in different companies undergoing lean transformation reflect three distinct team types. For those unable to successfully transition into SDWT, they face numerous challenges in the mid-term of the transformation process. Therefore, it is crucial to emphasize a diverse incentive system that combines psychological and material aspects to create an exhilarating effect. Such a system should be able to flexibly adapt to the differentiated needs of team members, elicit their intrinsic motivation, and inspire a high level of commitment to their work. Additionally, this study also discovered that the vision has a dual nature. It can serve as a powerful driving force for the team, but it can also make the team feel that it is unattainable and weaken their motivation. Thus, appropriate adjustments must be made based on the team's situation to ensure that the vision has a positive impact on motivating the team.

摘要
ABSTRACT
致謝
目錄
表目錄
圖目錄
第一章 緒論
1.1研究背景
1.2研究動機
1.3研究目的
1.4研究方法
1.5研究架構
第二章 文獻探討
2.1團隊(Team)構成
2.2 精實變革(Lean Revolution)
2.3 自律型工作團隊(Self-Directed Work Team)
2.4 團隊心理相關研究
2.5本研究意義
第三章 自律型工作團隊心理與激勵制度建構
3.1工作團隊動力因素探究
3.2 精實變革下自律型工作團隊相關研究
3.2.1 集體意識(collective consciousness)
3.2.2 願景(vision)
3.2.3 SDWT理念基礎1-願景增強集體意識
3.2.4 激勵(Motivational)制度
3.2.5 SDWT理念基礎2-集體意識與激勵制度相輔相成
3.3 支持可持續改善的精實團隊模型
第四章 實證研究
4.1 實證研究目的、對象與方法
4.2 S企業個案
4.3 K企業個案
4.4 H企業個案
4.5 O企業個案
4.6個案彙整與討論
4.6.1 彙整
4.6.2 工作團隊類型
4.6.3 其他發現
第五章 結論與未來課題
5.1 結論
5.1.1 支援精實變革的自律型工作團隊
5.1.2 工作團隊的三個類型與理論性意涵
5.2 實踐性意涵
5.3 未來課題
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