運用豐田管理準則評估企業生產執行成效-以S公司為例
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2019
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Abstract
本文的主旨是通過實證，檢驗執行豐田模式後，個案在各個管理準則的成效。個案積極追求轉型並借助豐田模式，為了瞭解在實踐豐田模式的過程，透過訪談、參與觀察、問卷調查、文件資料研究…等，整理出實踐成效。
本研究依照紮根理論進行編碼，先整理出140個開放編碼、再依開放編碼歸納出70個主軸編碼，再依主軸編碼歸納出14個選擇編碼，最後透過評審團依據豐田管理準則，評比在各原則所得分數。
研究結果，個案在實踐豐田模式的平均分數為3.0分，這代表有相關豐田模式認知的員工佔50%~74%。在強勢領導下，個案在原則一「長期理念」、原則二「無間斷流程」、原則三「後拉式制度」、原則四「負荷平準化」、原則七「視覺控管」、原則八「可靠技術」、原則十一「挑戰供應商」、原則十二「現地現物」，都取得3分以上的成績，本研究也發現透過實踐豐田模式，在供應鏈的各項指標都有不錯的成績，其中在品質、交期和成本都有良好的成績。
最後本研究將這次全面性的檢測結果提供給個案參考，藉由思考現階段不足之處，擬定計劃持續改善，並努力實踐豐田模式，才能成為真正的學習型組織。
The main results of the paper empirically examine of the effectiveness in various management guidelines after the implementation of the Toyota way. The company S actively pursues transformation and uses the Toyota way. In order to understand the process of practicing the Toyota way through the interviews, participation in observations, questionnaires, document research, etc., the practical results are compiled. The research is basically the Grounded theory. It first sorts out 140 Open coding, then summarizes 70 Axial coding according to Open coding, and then summarizes 14 Selective coding according to the Axial coding. Finally, the judging panel is based on the Toyota management guidelines. The scores according to each principle. According to the results, The average score is 3.0 points of the case in the Toyota way, which represents 50% to 74% of employees with relevant Toyota way awareness. Under strong leadership, the case is in Principle 1 "Long-term Philosophy", Principle 2 "Continuous Process Flow", Principle 3 "Pull System", Principle 4 "Heijunka", Principle 7 "Visual Control", Principle 8" "Reliable Technology", Principle 11 "Stakeholders" and Principle 12 "Genchi Genbutsu" has scored more than 3 points. The study also found that through the Toyota way, the indicators in the supply chain which have good results in Quality, Delivery and Cost. Finally, this study provides the results for the case reference. By thinking about the shortcomings at currently stage, Make a action plan for improvement, and keep going to the Toyota way, To be a learning organization.
The main results of the paper empirically examine of the effectiveness in various management guidelines after the implementation of the Toyota way. The company S actively pursues transformation and uses the Toyota way. In order to understand the process of practicing the Toyota way through the interviews, participation in observations, questionnaires, document research, etc., the practical results are compiled. The research is basically the Grounded theory. It first sorts out 140 Open coding, then summarizes 70 Axial coding according to Open coding, and then summarizes 14 Selective coding according to the Axial coding. Finally, the judging panel is based on the Toyota management guidelines. The scores according to each principle. According to the results, The average score is 3.0 points of the case in the Toyota way, which represents 50% to 74% of employees with relevant Toyota way awareness. Under strong leadership, the case is in Principle 1 "Long-term Philosophy", Principle 2 "Continuous Process Flow", Principle 3 "Pull System", Principle 4 "Heijunka", Principle 7 "Visual Control", Principle 8" "Reliable Technology", Principle 11 "Stakeholders" and Principle 12 "Genchi Genbutsu" has scored more than 3 points. The study also found that through the Toyota way, the indicators in the supply chain which have good results in Quality, Delivery and Cost. Finally, this study provides the results for the case reference. By thinking about the shortcomings at currently stage, Make a action plan for improvement, and keep going to the Toyota way, To be a learning organization.
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豐田模式, 後拉式, 自働化, 改善, Toyota Way, Pull systems, Jidoka, Kaizen