運用改善提案建構知識管理之研究-以陶瓷化工S公司為例

Constructing knowledge management form process of Kaizen Teian - S Company with case study in ceramic industries

游金煌

指導教授 ： 陳光辰

國立清華大學/工學院/工業工程與工程管理學系/碩士(2010年)

摘要

「改善提案」為企業常實施的管理活動之一，企業為了強化經營體質及提升競爭優勢，須不斷的持續改善，甚至創新，以適應多變且不確定的環境。因此，中小企業如何在資源有限下整合與落實各項管理制度，如：改善提案、知識管理、人力資源、與全面品質管理等，以達成經營方針與改善組織績效，是件不容易的事。
本研究運用改善提案三大目的為基礎，已往發生型提案為基礎式知識創造，融入知識管理的價值鏈分別為：知識蒐集、分享、應用及儲存等四個階段，培養全員共同解決與不斷PDCA良性循環，藉此提昇員工工作技能與團隊和諧氣氛。加入「單環學習」、「雙環學習」與「第三層次學習」三個層次學習，經由知識移轉模式與螺旋現象，以既有的各類型的提案往上培養團隊式知識創造、往下發展企業核心技能，建構企業適中適用的知識管理模型。
本研究透過問卷調查及深度訪談整理與分析，結論有四點：
1. 各類型提案透過問題解決的過程與成果，與知識創造流程契合。加入三個層次學習的觀點與知識管理的價值活動，整合於企業內部核心流程中，強化企業競爭優勢與組織永續發展。
2. 由基礎式到團隊式知識創造，培養大家學習與成長，亦是群策群力、積極參與的價值過程中，培養「學習型組織」文化與價值。
3. 發生型問題為基礎式知識創造(單環學習)；探索型與設定型問題為團隊式知識創造(雙環學習)；而經營方針與團隊式知識創造結合，有助於發展企業核心的技能 (第三層次學習)。
4. 提出「知識管理整合模型」之流程，建構個案合適的知識管理的實務，使企業竟其功，收其成之效。

關鍵字

改善提案 ； 知識管理 ； 現場改善 ； 知識創造

並列摘要

"Kaizen Teian " is an activite often one of the management .Enterprise order to strengthen the operating structure and enhance competitiveness, continuous improvement,even innovation to meet the changing and uncer
-tain. Therefore,How to integrate and implement management systems in order to achieve business goals and improve organizational performance under the limited resources, such as: Kaizen Teian, Knowledge Manage- ment, Human-Resources, Total-Quality-Management and Total Preven- tion Maintenance, is not an easy things. If " Kaizen Teian " was the basis activities, through "knowledge creation" and "ontology principle" process into the Knowledge-Management .There are four value chain: knowledge Collection, Sharing, Application and Storage , the effective apply internal core-knowledge,It was P-D-C-A cycle of learning, to enhance staff skills and promote knowledge management.
This research will be summarized: There are "people first" spirit and "full participation" power via continuous improvement experience and knowle -dge of practice via effective knowledge-management practices in three levels of organizational learning: "single-loop,double-loop and third-level learning", competitive advantages into the enterprise. Through knowledge transfer model for the structure of the various types of Kaizen Teian as the basis ; then promote "knowledge-management and integration model" of organizational learning, knowledge management is a team work is also actively involved in the value of the process.
There are four conclusions via questionnaires and interviews analyiss:
1.All kinds of Kaizens met with the knowledge creation.Integrated into core-processes w/i learning-views in the value of activities.It will be strengthen competitive advantage and sustainable organizations.
2. From basic to the team-work training to learn and grow is smart work and actively participate in the culture of "Learning Organization".
3.Occurring type of problem is based creation (single-loop learning); exp -loring and target type is team-creation (double loop learning);team-work combined with knowledge creation and management policy, help to impr- ove their core knowledge (third levels of learning).
4.Proposal"Integration of knowledge management model" to build best practices to enable enterprises effectiveness in the future.

並列關鍵字

Kaizen ； Knowledge Mmanagement ； Knowledge Creation

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