運用改善提案制度推動知識創造之研究

A study on how to implement knowledge creation by applying kaizen-suggestion system

陳春明(Chun-Min Chen)

指導教授 ： 林耀欽

元智大學/資訊學院/資訊管理學系/碩士(2002年)

摘要

知識管理已成為企業競爭的資源，但知識管理系統的推行與建立，又牽涉組織文化的改變、員工的態度與意願，以及公司策略、相關作業制度與流程的變更及調整。因此，如何以企業日常既有的活動為基礎，建立企業的知識管理系統，較為企業所接受與認同。而「改善提案制度」在企業內部所形成的問題改善意識、組織文化、激勵制度、標準化作業等要素，正好是企業在實務上建構知識管理系統時，所需具備的基礎條件。因此本研究的目的，將以員工「改善提案制度」做為啟動的基礎，進一步探討和分析「改善提案制度」與「知識創造」兩者之間的共通性、相關性與差異性，並提出建議事項，使企業得以在既有「改善提案制度」的架構下，能充份運用此制度，並配合知識管理、知識創造的建構條件、步驟與方法，以推動組織知識創造，進而建立知識管理系統之架構，以逐步提昇企業的競爭優勢。
所以本研究以三家個案公司現行「改善提案制度」在實施策略、組織架構、人員角色、價值衡量、激勵制度與標準化等六個項目，對知識創造的影響進行分析，並歸納出十九項影響知識創造的要因。然後再以此為基礎，彙總提出九項整體性建議，使企業能在現行「改善提案制度」的基礎下，對此制度做些微的調整與修正後，進一步推動組織知識創造。
本研究並將上述之建議項目歸納與整理後，提出「改善提案制度」與「知識創造」之整合模式，以提供企業在實務推行與應用時，不僅可維持現行改善提案制度的功能，也能夠在此制度的基礎下，強化與調整相關作業及制度，使得「改善提案制度」能同時應用於組織知識創造的活動，以提昇企業競爭力。

關鍵字

知識管理 ； 知識創造 ； 改善提案制度

並列摘要

Knowledge management has already become the resource that enables industries to compete with others. However, the implementation and establishment of knowledge management systems are concerned with the change of organization’s culture, employee''s attitude & willingness, and modification & adjustment on companies’ strategies, related operation systems and procedures. As a result, it''s more acceptable & recognizable by industries to establish knowledge management systems based on office routine activities. Such essential factors like "problem-improving willingness", "organization’s culture", "incentive system", and " standardization procedure" caused by Kaizen-Suggestion Systems inside industries are the necessary fundamentals for themselves to develop Kaizen-Suggestion Systems in real. The purpose of this research is to start under basis of Employee Kaizen-Suggestion Systems, discussing and analyzing commonalities, correlations and differences between Kaizen-Suggestion Systems and Knowledge Creation, then providing suggestions to industries on how to make the most use of this system under architectures of current Kaizen-Suggestion Systems. By promoting organization knowledge creation with matching up the above and constructive conditions, procedures and methods, industries can establish architectures of Knowledge Management Systems and therefore increase their competitiveness gradually.
This research involves three companies in analyzing how Kaizen-Suggestion Systems influence knowledge creation on the following 6 items: Strategy Implementation, Organization Architecture, Staff Roles, Value Measurement, Incentive System, Standardization, then induces 19 main factors that affect knowledge creation. Based under the above 6 items and 19 factors, this research concludes 9 unified proposals which enable industries to promote organization knowledge creation by making some slight adjustments on their current Kaizen-Suggestion Systems.
This research generalizes and coordinates the above suggestions to provide industries an integrated model on how to implement Kaizen-Suggestion System and Knowledge Creation. Not only this model is able to maintain the function of current Kaizen-Suggestion Systems, but also related operations and systems can be adjusted under such basis. This enables Kaizen-Suggestion Systems to be applied to organization’s knowledge creation activities, elevating industries’competitiveness.

並列關鍵字

knowledge management ； knowledge creation ； kaizen-suggestion system

參考文獻

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