首頁 / 雜誌 / 產業與管理論壇 / 202109 (23:3期) / 推動豐田生產系統的新架構:組織學習觀點
中文篇名

推動豐田生產系統的新架構:組織學習觀點

英文篇名

The New Framework of Implementing Toyota Production System: An Organizational Learning Perspective

作者

陳志遠葉怡良許禮哲魏式琦

中文摘要

豐田生產系統(下稱TPS)已被證明可提高生產效率和降低成本,然而,卻只有少數企業能夠完整地導入,原因除了TPS 的外顯技術外,也與公司的內隱組織學習有關。組織學習和TPS 同時被視為強化組織及持續改善的最佳利器,但以往的研究者傾向於將其視為兩個截然不同的概念,對這兩個概念之間的相互關係缺乏清晰的理解連結。持續改善是TPS 的核心哲學,擁有較好的組織學習,可以建立持續改善的文化與能力,進而有助於提升企業執行TPS 的績效,但目前整合兩者相關的研究很少。本研究從組織學習的觀點出發,以Crossan、Lane 與White 等人提出的組織學習4I 架構做為分析基礎,以台灣自行車產業成車廠為研究對象,探討其推動TPS 的過程與組織學習的關聯性。本研究的目的是擴展組織學習的4I 架構,增加內化及指標兩個過程要項,發展出推動TPS之組織學習6I架構,同時也整合傳統的TPS技術內容,建立一個具組織學習觀點的完整TPS推行架構,有助於推動TPS的組織,提升其績效。

英文摘要

The Toyota production system (TPS) has been proven that it can increase production efficiency and reduce production costs of companies. However, very few companies can put TPS into practice completely because the explicit technical skills of executing TPS was not fully developed and the company’s tacit organizational learning process was ignored. Organizational learning and TPS are both regarded as the best weapons to strengthen organization effectiveness and continuous improvement, but previous research failed to reflect a clear understanding of how these two concepts are related to each other. The study has pointed out that continuous improvement is the core philosophy of TPS and a good culture and capability for continuous improvement can be fostered through organizational learning, which will help improve the performance of companies in implementing TPS. However, there are very few relevant studies that integrate them. From the perspective of organizational learning, this study uses the organizational learning 4Is (intuiting, interpreting, integrating, institutionalizing) framework proposed by Crossan, Lane, and White as the basis of analysis, and takes G company of Taiwan’s bicycle industry as the research object to explore the relevance between the process of implementation of TPS and organizational learning. The objective of this paper is to add the two Is (internalizing and indicator) into the process of organizational learning to develop a new 6Is framework of implementing TPS and to build an integrated framework which combines the traditional technique of TPS with 6I framework that can help companies to implement TPS efficiently and successfully.

關鍵詞

組織學習精實生產績效指標豐田生產系統organizational learninglean productionperformance indicatorsToyota production system

刊名

產業與管理論壇

期數

202109 (23:3期)

起訖頁

074-104

出版單位

工業技術研究院產業科技國際策略發展所

DOI

10.3966/199582342021092303003  複製DOI   DOI查詢

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