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研究生： 陳思穎
Chen, Szu-Ying
論文名稱： 影響持續改善成功與否的因素研究
A study of the factors affecting the success of continuous improvement
指導教授： 吳文傑
Wu, Jack
口試委員: 何小台
Ho, Chester
劉助
Liu, James
學位類別： 碩士
Master
系所名稱： 商學院 - 國際經營管理英語碩士學位學程(IMBA)
International MBA Program College of Commerce(IMBA)
論文出版年： 2019
畢業學年度： 107
語文別： 英文
論文頁數： 42
中文關鍵詞： 持續改善 、改善法
外文關鍵詞： Continuous improvement, Kaizen
DOI URL： http://doi.org/10.6814/NCCU201900012
相關次數： 點閱：133  下載：0 
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    Nowadays, more and more companies recognize and emphasize the importance of continuous improvement. Toyota is the company that best demonstrate the concept of continuous improvement, or, “Kaizen”. Kaizen means change for better (Kai: 改 change; Zen: 善 better). While this concept was originated from a manufacturing company, Toyota, it has turned out to be very powerful in other industries as well.
    While many companies recognize the importance of continuous improvement and some of them even establish a department specially working for it, in real life, it seems very hard for companies to really implement the concept of continuous improvement in the organization. What most often seen is that while everyone in the company has been encouraged to work on continuous improvement, it is rare that the improvements truly make changes and sustain.
    This study will focus on the analysis of the factors affecting the success of continuous improvement and provide suggestions for each factor. The background environment the study focuses on is supply chain in a global IT manufacturing company. Future study could investigate whether the result could be applied to other functions or industries as well.

    1. Introduction 1
    1.1. Motivation of the Study 1
    1.2. Methodology of the Study 1
    2. Continuous Improvement 3
    2.1. Process Improvement and Continuous Improvement 3
    2.2. Employee Engagement 3
    2.3. Eliminating Wastes 4
    3. Findings, Implications, and Suggestions for each Factor Affecting the Success of Continuous Improvement 6
    3.1. Stakeholder 6
    3.1.1. Stakeholder Identification 7
    3.1.2. Stakeholder Engagement 8
    3.1.3. Continuous Identification of Stakeholders 10
    3.2. Structural Change 11
    3.3. Broadcast 16
    3.4. Follow-up 18
    3.5. Documentation 20
    3.5.1. Database of Work Instructions in Place 21
    3.5.2. Identify and Review Work Instructions in Scope of Changes 22
    3.5.3. Maintain and Update Work Instructions 23
    3.6. Linkage to Performance 25
    3.7. Management Team Engagement 28
    3.7.1. Assignment of the Projects 28
    3.7.2. The Role of the Management Team 30
    3.8. Organization 31
    3.8.1. Changes to the Organization 31
    3.8.2. Global Organization 33
    3.9. Culture 35
    4. Conclusion 37
    4.1. Within Kaizen Project 37
    4.2. Efforts to Sustain the Impact 38
    4.3. Management Team 39
    4.4. Environment 40
    5. Reference 42

    (1). APICS (American Production and Inventory Control Society). APICS Dictionary. 13th ed., 2011
    (2). Kanbanize. “What is Continuous Improvement? Definition and Tools.”
    <https://kanbanize.com/lean-management/improvement/what-is-continuous-improvement/>
    (3). Millard, Maggie. “6 Principles of the Continuous Improvement Model.” KaiNexus. 4 October 2018
    <https://blog.kainexus.com/continuous-improvement/6-principles-of-the-continuous-improvement-model>
    (4). PMI (Project Management Institute). A Guide to the Project Management Body of Knowledge (PMBOK Guide). 6th ed., 2017
    (5). Skhmot, Nawras. “Using the PDCA Cycle to Support Continuous Improvement.” The Lean Way. 5 August 2017
    <https://theleanway.net/the-continuous-improvement-cycle-pdca>

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