當成本、品質、交期、效率、彈性等製造的問題挑戰傳統產業的利潤時，如何在產品生命週期的持續縮短、極端的少量多樣的趨勢下，建構新時代企業必備的兩大基礎競爭力「快速反應」與「競爭優勢」，一直是實務界與學術界關注的焦點。將多樣少量的精實生產系統引用到企業經營管理活動上，其意義則是期望企業在經營管理過程中能將企業運作成為一個非常精實又精緻的企業，因而可以創造出更多利益，來達成企業經營使命，追求企業永續經營與生存。本研究以精實生產管理概念中之『顧客關係』、『供應商關係』、『組織管理技術』來探討其是否會對製造績效產生影響，以及在精實生產的概念中顧客關係、供應商關係與組織管理技術是否彼此有顯著相關。並進一步驗證精實生產管理概念各構面對組織績效之影響力差異。

本研究以台灣傳統製造業為主要抽樣對象，收集受訪者對精實生產管理概念的三個衡量構面供應商關係、組織管理技術、顧客關係對其在組織內執行的認同程度與其對製造商績效的認同程度，所得資料使用SPSS統計分析來驗證，本研究得到下面幾點結論如下：

一、 精實生產供應商關係與製造績效呈現直接顯著正向影響，其中供應商參與有直接影響效果，其次為供應商資訊回饋，而供應商以JIT方式交貨對製造績效並無直接影響效果。

二、 精實生產組織管理技術與製造績效呈現直接顯著正向影響，其中發現在製程管理SPC與員工參與EMP與製造績效有直接正向影響效果，而在「後拉式(Pull)生產」、「連續式生產流程」、「縮短整備時間」、「全面生產保養」並無顯著的直接影響效果，但 是「縮短整備時間」、「全面生產保養」影響性大於「後拉式生產」、「連續式生產流程」。

三、 精實生產顧客關係與製造績效呈現直接顯著正向影響，主要是顧客關係有直接影響效果，相對的顧客資訊回饋對績效並無直接影響效果。

四、 精實生產供應商關係與顧客關係呈現直接顯著正向影響，研究發現供應商資訊回饋與顧客關係有直接影響效果，其次為供應商參與及供應商以JIT方式交貨。

由此研究結果可知，製造業管理者欲改善公司的製造績效可藉由精實生產的五項顯著指標變數來進行（1）供應商參與（2）供應商資訊回饋（3）製程管理（4）員工參與（5）顧客關係。藉由加強供應商關係、組織管理技術與顧客關係的密切程度，可使供應商的品質及交貨績效獲得改善，進而提升本身的製造績效，促進顧客滿意程度，最終以增加企業的競爭力。

When the profit is compressed by the cost, quality, delivery, efficiency and flexibility in the tranditional industries, it is always the focus for the academic community and the field about how to build up two basic forces of competition: “quick response” and “competitive advantage” in the trends toward continuously short life cycle of product and extremely small amount yet many varieties of product. Applying lean production with “small quantity yet most variety” to the activities of business operation is expected to create a highly lean and refined enterprise through the process of management in the company operation and to make more benefits to reach the goal of business and survive in the field.

This research discusses if “customer participatation”, “the relations with suppliers” and “the management technique of organization” quoted from the the management concepts of lean production influence manufacturing efficiency and also treats the correlation between them. Furthermore, it verifies the difference between each dimension of management concept of lean production mentioned above with the organization performance.

It takes the tranditional manufacturing industry in Taiwan as the objects of sampling and collects the cognitions of the interviewed on the three measuring dimensions including relation with suppliers, the management technique of organization, and customer participatation to the agreement degree for the execution inside organization and also the agreement degree to suppliers. The raw data are verified by SPSS software package and we get some conclusions below:

There is remarkable positive influence between the suppliers with lean production and manufacturing performance. The factor of suppliers’ participation has direct influence, and the next is information feedback from suppliers. But no direct influence existed to those suppliers with JIT delivery.


There is remarkable positive influence between the management technique of organization and manufacturing performance. We find direct positive effect between manufacturing process SPC and employees’ participation EMP. But there is no remarkably direct influence to “Pull production”, “Continuous production process”, “ Shorten preparing time” and “Total production maintenance”. However, the influences of “ Shorten preparing time”, “Total production maintenance” are bigger than “Pull production” and “Continuous production process”.

There is remarkable positive influence between the customers with lean production and manufacturing performance. Mainly direct influence effect for customer participation exists but no direct influence effect for information feedback from suppliers relatively.

There is remarkable positive influence between the suppliers with lean production and customers’ participation. The study finds that there is direct influence effect for information feedback from suppliers and customers’ participation. Second are suppliers’ participation and suppliers with JIT delivery.

The result of this research provides managers in the manufacturing industry a path to improve the manufacturing performance of company by undertaking 5 remarkable indexes: (1) Suppliers’ participation, (2) Information feedback from suppliers, (3) Management of manufacturing process, (4) Employees participation, (5) Customers’ participation. Enhancing the relations with suppliers as well as customer participation, and upgrading management technique of organization will effectively improve the quality and delivery performance for the suppliers. Also it improves the manufacturing performance, and promotes the satisfication level of customers to increase enterprise’s competition at last.

致謝辭 I
論文提要 II
中文摘要 III
ABSTRACT IV
目錄 VI
圖目錄 VII
表目錄 VIII
第一章 緒 論 1
第一節 研究背景 1
第二節 研究動機 2
第三節 研究目的 3
第四節 研究範圍與對象 4
第五節 研究流程 5
第六節 論文架構 6
第二章 文獻探討 7
第一節 精實生產（LEAN PRODUCTION）介紹 7
第二節 製造績效 25
第三節 各構面之互動關係 29
第三章 研究方法 35
第一節 研究架構 35
第二節 研究假設 36
第三節 資料蒐集方法 37
第四節 研究變項之定義與衡量方法 42
第五節 研究步驟 48
第六節 資料分析方法 49
第四章 精實生產與製造績效實證分析與討論 52
第一節 量表題項與構面信度檢定 52
第二節 因素分析 56
第三節 回收樣本描述及敘述性分析 61
第四節 各研究變項間相關分析 71
第五節 組織推展之管理活動對組織績效之分析討論 77
第六節 人口統計變項與研究變項間之差異分析 82
第七節 精實生產構面與製造績效構面之迴歸與徑路分析 87
第五章 結論與建議 104
第一節 研究結論 104
第二節 管理意涵 109
第三節 研究限制及後續研究建議 110
參考文獻 111
一、中文部份 111
二、英文部份 113
三、網站部分 120
附錄一：研究問卷 121

圖目錄

圖1 1本研究流程圖 5
圖2-1生產管理的演進 8
圖2-2生產系統演進與生產效率提升 8
圖2-3精實生產架構圖 13
圖2-4 JIT生產系統的組成要素 16
圖2-5 豐田生產制度架構屋 17
圖2-6 JIT實行與製造績效關係概念架構 19
圖2-7 TPM、JIT、TQM和組織績效關係概念架構 20
圖2-8 TQM、JIT、TPM與製造績效之關係概念架構 21
圖2-9 TQM、JIT、TPM的生產基礎技術關係概念架構 22
圖2-10精實生產實行構面 24
圖3-1本研究的觀念性架構 35
圖3-2量表測試流程 38
圖3-3本研究流程圖 48
圖4-1精實生產構面與製造績效構面關係圖 73
圖4-2精實生產對製造績效之徑路分析 88
圖4-3 供應商關係、顧客關係對組織管理技術之徑路分析 90
圖4-4供應商關係對顧客關係之徑路分析 92
圖4-5 精實生產與製造績效構面之迴歸分析 94
圖4-6 供應商關係與製造績效構面之迴歸分析 95
圖4-7組織管理技術與製造績效構面之迴歸分析 97
圖4-8顧客關係與製造績效構面之迴歸分析 98
圖4-9精實生產因素影響製造績效變項之影響力迴歸分析圖 99
圖4-10供應商關係與組織管理技術之迴歸分析 101
圖4-11顧客關係與組織管理技術之迴歸分析 101
圖4-12供應商關係與顧客關係之迴歸分析 102
圖4-13 精實生產與製造績效影響迴歸圖 103
表目錄
表1-1研究範圍與對象 4
表2-1 精實生產定義彙整 15
表2-2精實生產執行要素彙整 23
表2-3精實生產實行要素衡量指標彙總 25
表2-4 企業製造績效之衡量指標彙總 28
表2-5 精實生產組織管理技術定義彙整 31
表2-6 傳統觀點下買方與供應商的關係 33
表2-7 JIT觀點下買方與供應商的關係 34
表3-1 研究假設彙整 36
表3-2 產業別回收問卷分佈表 37
表3-3 前測構面信度分析 38
表3-4 供應商關係量表項目分析彙總表 39
表3-5 組織管理技術量表項目分析彙總表 40
表3-6 顧客關係量表項目分析彙總表 41
表3-7 製造績效量表項目分析彙總表 41
表3-8 精實生產問項設計 43
表3-9供應商關係變項與操作性定義 44
表3-10組織管理技術變項與操作性定義 45
表3-11顧客關係變項與操作性定義 46
表3-12製造績效變項與操作性定義 47
表3-13相關係數的強度大小與意義 50
表4-1兩階段各構面之信度CRONBACH’S Α係數 52
表4-2供應商關係題項與信度分析 53
表4-3組織管理技術項目與信度分析 54
表4-4顧客關係項目與信度分析 55
表4-5製造績效項目與信度分析 55
表4-6本研究架構各構念之指標變數彙整總表 56
表4-7 KMO取樣適切性量數與BARTLETT球形檢定 57
表4-8供應商關係構面因素分析 58
表4-9組織管理技術構面因素分析 59
表4-10顧客關係構面因素分析 60
表4-11製造績效構面因素分析 60
表 4-12個人及公司基本資料描述性統計分析 62
表 4-13紡織業與其他製造業樣本結構之描述性統計分析 63
表4-14樣本結構與研究變數之描述性統計分析 68
表4-15樣本結構與精實生產子構面之描述性統計分析 69
表4-16紡織業與其他業樣本結構之描述性統計分析 70
表4-17精實生產構面與製造績效構面相關係數表 72
表4-18精實生產構面與製造績效子構面相關係素表 74
表4-19人口統計變數與供應商關係、顧客關係、組織管理技術、製造績效構面相關係數表 76
表4-20人口統計變項之組織推展管理活動樣本分佈分析 77
表4-21人口統計變項之組織推展管理活動樣本分佈分析（續） 78
表4-22人口統計變項之組織推展管理活動樣本分佈分析（續） 78
表4-23人口統計變項之組織推展管理活動對精實生產、製造績效相關分析 78
表4-24組織推展管理活動對精實生產、製造績效T檢定分析 79
表4-25公司規模與研究變項之多變量變異數分析 82
表4-26公司規模變項對組織管理技術的SCHEFFE’事後檢定 83
表4-27公司規模對製造績效的SCHEFFE’事後檢定 84
表4-28公司成立年數與研究變項之多變量變異數分析 85
表4-29職位與研究變項之多變量變異數分析 85
表4-30年資與研究變項之多變量變異數分析 86
表4-31產業別與研究變項之多變量變異數分析 86
表4-32精實生產對製造績效之迴歸分析 87
表4-33精實生產與製造績效之假設檢定 88
表4-34供應商關係、顧客關係對組織管理技術之迴歸分析 89
表4-35精實生產供應商關係、顧客關係、組織管理技術之假設檢定 90
表4-36供應商關係對顧客關係之迴歸分析 91
表4-37精實生產供應商關係對顧客關係之假設檢定 92
表4-38 精實生產構面與製造績效構面之迴歸分析 93
表4-39供應商關係與製造績效構面之迴歸分析 95
表4-40組織管理技術與製造績效構面之迴歸分析 96
表4-41顧客關係與製造績效構面之迴歸分析 98
表4-42精實生產因素對組織製造績效影響力迴歸分析摘要彙整 99
表4-43供應商關係、顧客關係因素對組織管理技術之迴歸分析摘要 100
表4-44供應商關係因素對顧客關係之迴歸分析摘要 102
表5-1研究假設驗證結果彙整表 106

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豐田式經營研究小組譯，日野三十四原著，豐田式經營研究—永續成長的原理，先鋒企業管理發展中心，和昌出版社，台北，2003。

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三、網站部分
中國品質管理網 ，http://www.cnqm.net
MBA智庫，http://www.mbalib.com/
中國精益生產學院，http://www.leancn.org
國立成功大學製造管理實驗室，http://mmlab.ime.ncku.edu.tw/