【摘要】：從2008年開始的美國金融海嘯的爆發(fā)到此年末逐漸開始的歐洲的產(chǎn)生的影響，直至演化成了最終的歐洲金融危機(jī)，至今積重難返的歐洲經(jīng)濟(jì)仍未有出現(xiàn)柳暗花明的跡象全球經(jīng)濟(jì)形勢前景尚不明朗，屹立在世界經(jīng)濟(jì)舞臺上的各家企業(yè)使出渾身的解數(shù)謀取生存和發(fā)展本文正是在這種經(jīng)濟(jì)背景下展開了對H公司的競爭環(huán)境和改善方法的研究 本文的研究思路即是為了改善公司成本運(yùn)營結(jié)構(gòu)，從H公司的改善實務(wù)中開展的五大改善模塊建設(shè)開始研究，尤其是精益六西格瑪管理的全面推進(jìn)和應(yīng)用來實現(xiàn)公司追求的上市股票價值最大化的目標(biāo)本文介紹了公司開展的五大模塊即提案改善（QK），小團(tuán)隊改善活動（SGA），精益生產(chǎn)(Lean)，，六西格瑪管理（6sigma）和精益六西格瑪（LSS）涉及的基本概念，其之間的相互關(guān)系，提出了根據(jù)人的智力和精力及須付出代價的不同水平選擇不同階段的改善模式，以期以最小的投入產(chǎn)生最大的回報全文重點介紹了精益生產(chǎn)和六西格瑪管理的異同及最有效和最高水平的開展方式即是它們的結(jié)合，理論聯(lián)系實際的運(yùn)用企業(yè)實際的案例闡明精益六西格瑪如何在H公司中的推廣和使用精益六西格瑪通過最短時間的效率的提升和品質(zhì)的改善來產(chǎn)生效益，提出了充分滿足客戶需求和使客戶因使用本公司產(chǎn)品而變得更加加愉悅的理念精益六西格瑪遵循一般的項目管理思路，通過RDMAICR（R-recognize識別；D-define定義；M-measure測量；A-analyze分析；I-improve改善；C-control控制；R-realize實現(xiàn)）的基本思路，項目的開展的過程中涉及各種統(tǒng)計工具的應(yīng)用 在本文論證過程中,針對H公司的實際運(yùn)營狀況，運(yùn)用項目案例的研究方法對進(jìn)行了詳盡的分析，實現(xiàn)了預(yù)期的目標(biāo)；另外文章末針對改善結(jié)果也進(jìn)行了深入的分析檢討以為后來者鑒；最后，文章進(jìn)一步提出了持續(xù)改善發(fā)展活動發(fā)展前景的展望
[Abstract]:From the onset of the American financial tsunami in 2008 to the impact of the European financial crisis that began gradually at the end of this year, until it evolved into the final European financial crisis, The European economy, which has accumulated for a long time and is not easy to solve, has not shown any signs of a bright future. The prospects of the global economic situation are still unclear. All the enterprises standing on the world economic stage try their best to seek survival and development. This paper studies the competitive environment and improvement methods of H Company under this economic background. The idea is to improve the cost structure of the company. Starting with the five major improvement modules in the improvement practice of H Company, Especially the overall promotion of Lean six Sigma management and the goal that should be used to realize the maximum value of listed stocks pursued by the company. This paper introduces the five modules that the company carries out, that is, proposing to improve the (QK), small team improvement activity, (SGA), Lean Sheng. The basic concepts involved in producing (Lean), six Sigma Management (6sigma) and Lean six Sigma (LSS), The interrelationship between them suggests a model of improvement at different stages, based on the different levels of human intelligence and energy and the costs to be paid, With a view to producing the greatest return with the minimum input, the full text focuses on the similarities and differences between lean production and six Sigma management, and the most effective and highest-level mode of development is their combination. How Lean six Sigma is popularized and used in H Company through the promotion of efficiency and the improvement of quality in the shortest time is illustrated by the application of Lean six Sigma in theory and practice. This paper puts forward the idea of fully meeting the needs of customers and making customers more pleasant because of using our products. Lean six Sigma follows the general project management idea and improves the I-improve through RDMAICR (R-recognize recognition D-define definition) M-measure measurement and A-analyze analysis. The basic idea of C-control and realization of R-realize), the application of various statistical tools in the process of carrying out the project is discussed in this paper, aiming at the actual operation of H Company. Using the project case study method to carry on the detailed analysis, has achieved the anticipated goal; in addition, the article at the end of the article also carried on the thorough analysis and the review to the improvement result. The paper further puts forward the prospects for sustainable improvement of the development prospects of development activities.
【學(xué)位授予單位】：天津大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F416.63;F273

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