企業在競爭的渦流裡都想脫穎而出，欲引進精實生產、豐田生產模式及從事改善活動等的企業不在少數，它們皆想透過精實管理活動的實施讓企業得以生存、改善體質、降低成本乃致於提升企業競爭力。然而，並不是所有實施的企業都可以成功，遇到挫折無法執行者、半途而廢者、效果轉弱者、逐漸趨疲者皆不在少數。本研究藉由個案分析，探討門控產業導入精實管理的歷程、導入的展開方式以及其成功關鍵因素，並在使用精實手法及消除浪費的改善活動實施過程中，遇到的問題及獲致的成果。透過本研究整理出個案公司的五個成功的關鍵因素，分別為：高階主管的重視及參與、堅強的外部顧問能力、全體同仁能力的不斷提升、考核及獎勵制度的實施與教育訓練及參訪的效果等。以上五個關鍵成功因素成功地讓個案公司在消除浪費、提升效率、減少庫存、節約空間及降低成本等方面皆有良好的表現，並提升個案公司的競爭能力。本研究亦發現，精實管理不僅適用於汽車業，也適用於傳統產業、裝配業、設備業、製造業、機械業、鋼鐵業、高科技業等。因此，本研究之結果可以做為其它企業導入精實管理之參考。;This study explores the process of implementing the Lean Management Method and the Kaizen activities to eliminate waste and try to identify the key success factors. I focus on a company in "Door Control Industry" for this case study. The Lean Management process, its method, the problem the company faced and the performance the company gained are detailed. The key success factors in this case are the top management commitment and involvement, capability of the external consultant, improved colleague capabilities, implementation of appraisal and reward system as well as the effective educational training and field study, etc. These five key success factors have made this company come to a success and have a good performance, especially in eliminating waste, improving efficiency, reducing inventory, saving space, cutting costs and enhancing competitiveness. This study also finds that the Lean Management is suitable not only to the automotive industry but also to traditional industries, assembly industries, equipment industries, machinery industries and high-tech industries, etc. The findings in this study therefore can be used as a reference for the enterprises who would apply the Lean Management to their companies.
