隨著資訊科技日新月異，新技術與趨勢掘起如IoT、AI及區塊鏈運用，讓高度依賴資訊科技的醫療產業，邁向下一個技術轉型，並將重構新一代智慧醫療，而支撐醫療資訊與科技整合運用的資訊技術單位，無論在開發時程、技術、品質與成本上都面臨到相當大的壓力，如何能有效累積醫療資訊系統開發經驗，並提升資訊單位維運效能，便成為資訊主管必需解決的課題。
近幾年無論公私立醫院也相繼推動精實醫療專案計畫，提升了醫療品質和病人安全，同時大幅提升病人滿意度；然而在醫療院所的資訊部門也應順勢導入"精實"概念，讓IT治理與系統導入變得更簡單、更快速、更好以及成本更低。而在成立精實領導團隊過程中，大多著重於流程精簡與改善，較少提及精實改造過程需要有強大的知識管理來支持，過程中更要重視知識分享及經驗學習，方可以讓組織節省更多的內部成本(經驗傳承、人才培養、技術開發)，還可以讓內外部溝通更有成效，並創造資訊科技服務的價值，為本研究之動機。
本研究主旨以醫療機構個案研究方法，藉由資訊單位所實際經歷過去數位科技多次的典範移轉之系統開發與整合經驗，與本個案醫院的精實管理策略結合進行知識盤點，探討知識如何有效移轉與運用在系統開發與維運上，減少不必要的浪費；另一方面以知識管理的理論基礎，從系統開發與維運構面、知識移轉構面、組織學習構面，提出個案醫院知識移轉模式之建議，並期望此模式能協助醫院達到精實管理之目標及未來資訊系統轉型之準備，協助醫院發展智慧醫療提升競爭力。

As constant information technology innovations brought about the rise of Internet of things (IoT), artificial intelligence (AI), and blockchain applications, IT-centric hospitals have moved towards a new technological transition phase, paving the way for integration of the next-generation smart medical information technology for healthcare. In the meantime, IT departments at hospitals have been under tremendous pressure to develop new IT solutions based on the existing medical data base, and enhance efficiency of IT departmental operations. These are critical issues for IT department leaders.
Many public and private hospitals launched lean medical care projects in recent years. These projects aimed at upgrade of medical care services and patient safety, and patient satisfaction optimization. Moreover, IT departments at hospitals introduced the lead IT, which streamlined operational systems, enhanced efficiency, and reduced costs. Most of lean processes focused on simplified and improved steps during the lean IT deployment. In fact, powerful knowledge management is essential to support lean lT implementations and knowledge share (KS) and learning processes. In addition, learning experiences are important for organizations in saving costs tied to succession and experience planning, talent training, and technological developments. I think knowledge sharing and learning processes can result in effective internal and external communications and create value of IT services. This is my research motive in this case study.
My research, based on a case study of T hospital, focuses on practical experiences in IT department’s system developments and integration during digital transformations and paradigm shifts. My research provides an overview of lead IT implementation in the T hospital and discusses how applications of KT in system developments and maintenance can reduce unnecessary costs. Furthermore, my research provides a KT model recommendation in a hospital, from the perspectives of KM, KT, and organizational learning theories, and system developments and operations. I hope my recommended model can help the hospital to achieve goals of lean management and pave the path to successful IT system transformation and enhance smart medical care services and performance of T hospital.

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