打造精實醫事檢驗工廠之個案研究;Building a Lean Medical Factory: A Case Study

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Please use this identifier to cite or link to this item: https://ir.lib.ncu.edu.tw/handle/987654321/97637

Title:	打造精實醫事檢驗工廠之個案研究;Building a Lean Medical Factory: A Case Study
Authors:	周碩隼;Chou, Shuo-Chun
Contributors:	企業管理學系在職專班
Keywords:	精實管理;醫事檢驗;價值溪流圖;自動化;流程改善;Lean Management;Medical Laboratory;Value Stream Mapping;Automation;Process Improvement
Date:	2025-07-31
Issue Date:	2025-10-17 11:42:56 (UTC+8)
Publisher:	國立中央大學
Abstract:	本研究旨在探討精實管理在醫事檢驗產業的應用，以個案醫事檢驗所為研究對象，透過精實思維將傳統檢驗所轉型為高效率的「精實醫事檢驗工廠」，提升檢驗效率與服務品質。資料來源包括個案公司民國一零七年至一一二年間的資訊系統、報表，以及研究者作為公司管理職親身參與變革過程的第一手資料。本研究採用個案研究法，研究者具醫事檢驗師執照並擔任個案公司管理職，確保研究資料的可信度。研究方法運用Womack & Jones（2003）提出的精實思維五大步驟：透過確定價值、繪製價值溪流圖、暢流、後拉式生產及完善。改善計畫包括引進檢體前處理儀器、整合檢驗機台、建立自動驗證，以及導入資訊看板。研究結果顯示，經過精實管理改善後，個案公司獲得顯著成效：流程週期效益提升，檢驗報告達交時間從113分鐘減少至85分鐘。月平均檢體量從37,000支增長至54,000支，營業額成長63%，年度淨利提升104%，同時維持客戶滿意度。本研究證實精實管理能有效應用於醫事檢驗產業，透過系統性的流程改善，成功實現「精實醫事檢驗工廠」的願景，為醫療服務業的精實轉型提供實務經驗與理論貢獻。;This study aims to explore the application of lean management in the medical laboratory industry. Using a case medical laboratory as the research subject, this study implements the lean thinking to transform a traditional laboratory into a highly efficient "lean medical factory," improving testing efficiency and service quality. The data sources include information systems, and statements from the case company from 2018 to 2023, as well as first-hand data from the researcher′s personal participation in the transformation process as a management position. This study adopts a case study methodology, with the researcher having a medical technologist license and serving in a management role at the case company, ensuring the credibility of the research data. The research methodology applies the five principles of lean thinking proposed by Womack & Jones (2003): specifying value, determining a value stream, flow, pull production, and perfection. Improvement plans include introducing specimen preprocessing equipment, integrating testing platforms, establishing Rule Engine, and implementing information dashboards. The research results demonstrate that after lean management improvements, the case company achieved significant outcomes: process cycle efficiency was enhanced, and laboratory report turnaround time was reduced from 113 minutes to 85 minutes. The monthly average specimen volume increased from 37,000 to 54,000 specimens, revenue grew by 63%, annual net profit improved by 104%, while maintaining a customer satisfaction. This study confirms that lean management can be effectively applied to the medical laboratory industry. Through systematic process improvements, the vision of a "lean medical factory" was successfully realized, providing practical experience and theoretical contributions for lean transformation in the healthcare service industry.
Appears in Collections:	[Executive Master of Business Administration] Electronic Thesis & Dissertation

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