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HUSTIR > College of Engineering > Department of Industrial Engineering and Management/Graduate Institute of Lean Production Management > Theses and Dissertations > Item 310993100/3874

Please use this identifier to cite or link to this item: http://ir.hust.edu.tw/dspace/handle/310993100/3874

Title:	運用精實思維模式導入跆拳道館經營管理 Applying lean thinking process for management and operation of the TAE-KWON-DO hall
Authors:	古惠津
Contributors:	精實生產管理研究所
Keywords:	跆拳道舘精實服務系統觀察法實質參與運動時間
Date:	2011-04
Issue Date:	2013-11-20T08:31:09Z
Abstract:	跆拳道舘正面臨在有限的資源與時間下，如何利用有效工具突破現有狀況，成為當今跆拳道舘提昇競爭力的重要課題，而透過高品質的服務，正是跆拳道舘創造差異化優勢重要的一環，藉由精益思維從顧客角度來確定哪些活動是有價值，進而導入精益思維消除不必要的活動，持續不斷改善和制訂流程，提昇生產效率和快速回應顧客的需求。本文採個案研究法，以個案道舘為例，在了解研究目的及精實思維之內容及真正精神後，配合個案道舘之文化與制度，擬定適合的改善方法及策略導入於道舘中，目的在對於跆拳道舘教學品質，提供具體可行的建議，使業者易於掌控其關鍵成功因素，以達事半功倍之效益。探討跆拳道舘教學服務流程為例，運用以精實思維的改善手法，以顧客需求為出發點，採用價值流圖(Value Stream Mapping)來分析，指出能為跆拳道舘創造價值的活動，進而徹底地消除不必要的浪費；導入精實生產五大改善步驟。研究工具應用精實思維管理觀念配合TOFI-TAIWAN系統觀察法，導入跆拳道館經營管理，並以問卷及統計分析了解學員需求，並找出吸引學員持續參與跆拳道學習之因子，以提升學員之滿意度及繼續參與學習意願。研究結果學員實質參與時間(MET)的改善後由62.67%提高至79.33％，此外由個案道舘教學流程由40步驟減少至20步驟，也節省一半教學過程的步驟，成功地改善經營及管理流程，證明改善成效良好，進而強化道舘永續經營之競爭力。 Now Tae-Kwon-Do (centers) hall are facing how to break the current situation in the limited resources、time and use an effective tool. It’s an important issue as today Tae-Kwon-Do (centers)hall seek to enhance their competitiveness. Tae-Kwon-Do (centers) hall.“Lean thinking” can be valued by the customer’s viewpoint to determine which activities are value-adding. Utilizing “Lean Thinking” can eliminate unnecessary activities. Continually revising and developing procedures can promote the production efficiency and customer requirement. The case study combine the spirit of “Lean thinking” System, (centers) hall culture and its system to propose proper improvements and strategies. The goal of this research is to provide plausible suggestions to Tae-Kwon-Do (centers) hall on instructional quality such as that firms are able to grasp key success factors. Taking the Tae-Kwon-Do (centers) hall instructional service process as an example and applying to the improved methods of “Lean Thinking”, taking customers’ demands as the starting point, it uses Value Stream Mapping to analyze activities and to create values for the Tae-Kwon-Do (centers) hall so as to completely eliminate unnecessary waste. The five stages of Lean Production: The process includes five phases of improvement. This research discusses the approach of “Lean thinking” process management and TOFI-TAIWAN Systematic Observation how to lead in Tae-Kwon-Do (centers) hall. Then use questionnaire and statistic to analyze those factors whom trainees sustain to join the class of Tae-Kwon-Do. By the research, the analysis of satisfy degrees for trainees (students) in teaching quality of Tae-Kwon-Do were found. After being improved, the trainees Motor Engagement Time (MET) enhance 79.33 ％ and the overall punctual deliveries are improved from 40 steps reduce to 20 steps, save half of instructional processes steps. Their success in improving management and operation processes. For the (centers) hall instructional processes under case study, As such, reform success is clearly testified. Some skills of lean production management are mentioned and applied to strengthen the competition for Tae-Kwon-Do hall.
Description:	指導教授:何境峰
Appears in Collections:	[Department of Industrial Engineering and Management/Graduate Institute of Lean Production Management] Theses and Dissertations

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