本文關(guān)鍵詞： 精益六西格瑪 項目管理 制造型企業(yè) DMAIC 流程改善　出處：《電子科技大學》2013年碩士論文　論文類型：學位論文

【摘要】：六西格瑪理念于二十世紀八十年代初起源于摩托羅拉公司，最初的應(yīng)用是在以通信部門為主的一些關(guān)鍵部門，通過運用六西格瑪方法去改進流程、提高產(chǎn)品質(zhì)量和服務(wù)、以追求“零缺陷”為最終目標，并在這些方面取得了顯著成效。之后，，很多的國際知名大公司，如通用電氣（GE）、柯達（Kodak）、西門子（Siemens）、諾基亞（Nokia）和索尼（Sony）都紛紛引入六西格瑪并成功實施，更加證明了這種方法的科學性和有效性。 特別是進入2000年以后，很多的制造性企業(yè)，將六西格瑪理念與精益思想，項目管理體系相結(jié)合，利用精益思想關(guān)注于流程價值，減少過程浪費的特點，基于六西格瑪管理體系以數(shù)據(jù)和事實為依據(jù)的特點，[1]減少過程中的變異，結(jié)合項目管理的完整體系，不斷地提高項目效率和縮減項目成本，持續(xù)不斷地滿足和超越客戶需求。 但六西格瑪作為一種先進質(zhì)量管理體系，其與項目管理的結(jié)合還不夠成熟，并且其管理理念在中國大陸企業(yè)的應(yīng)用還處于比較初級的階段，基于這兩個原因特作出如下的應(yīng)用研究。 本論文主要由4個部分組成，在第一個部分中論述了精益六西格瑪項目管理理論；第二個部分為A公司精益六西格瑪項目管理推行體系研究；第三個部分為A公司精益六西格瑪管理體系在MX150項目中的應(yīng)用研究；第四個部分為A公司推行精益六西格瑪項目的改進以及推廣建議。本文研究圍繞的A公司為一家大型外資制造企業(yè)，本文通過對精益六西格瑪項目管理理論在A公司的一個真實的MX150項目的實施過程的研究：從六西格瑪項目執(zhí)行體系的建立，項目的選取，精益六西格瑪工具的應(yīng)用（測量系統(tǒng)分析、失效模式分析、要因圖、柏拉圖等），最終項目的實施成功，并通過對項目實施前后各項關(guān)鍵績效指標的對比分析，得出了精益六西格瑪項目管理體系能行之有效地提高現(xiàn)代企業(yè)的核心競爭力的結(jié)論。 作者試圖在理論研究基礎(chǔ)之上，通過在A公司MX150項目中實施精益六西格瑪體系的介紹和分析，搭建精益六西格瑪項目管理體系，明確精益六西格瑪DMAIC方法在具體項目中的應(yīng)用及步驟。以期對國內(nèi)制造企業(yè)在推廣和實施精益六西格瑪項目管理中起到借鑒和參考的作用。
[Abstract]:The six Sigma concept originated in Motorola in early 1980s. Its initial application was in some key departments mainly in the communications sector. The six Sigma method was used to improve the process and improve the product quality and service. The ultimate goal is to pursue "zero defect", and have achieved remarkable results in these areas. After that, many internationally renowned large companies, GE, Kodak, Siemens, Nokia, and Sony have all introduced six Sigma and successfully implemented it, which proves that the method is more scientific and effective. Especially after 2000, many manufacturing enterprises combine six Sigma idea with lean thought, project management system, and use lean thought to focus on process value and reduce process waste. Based on the characteristics of six Sigma management system based on data and facts, [1] reduce the variation in the process, combine with the complete system of project management, continuously improve the project efficiency and reduce the project cost, and continuously meet and exceed the needs of customers. However, as an advanced quality management system, the combination of six Sigma and project management is not mature enough, and the application of six Sigma management concept in Chinese mainland enterprises is still in the primary stage. For these two reasons, the following applied research is made. In the first part, the author discusses the Lean six Sigma project management theory, the second part is the research on the Lean six Sigma Project Management system of A Company. The third part is the application research of Lean six Sigma Management system in MX150 project. The fourth part is about the improvement and promotion of Lean six Sigma Project. This paper studies the implementation process of Lean six Sigma project management theory in a real MX150 project of company A: from the establishment of six Sigma project execution system, the selection of project, The application of Lean six Sigma tool (measurement system analysis, failure mode analysis, due to diagram, Plato, etc., etc., the successful implementation of the final project, and through the comparative analysis of the key performance indicators before and after the implementation of the project. The conclusion is that Lean six Sigma project management system can effectively improve the core competitiveness of modern enterprises. On the basis of theoretical research, the author tries to build the Lean six Sigma Project Management system by introducing and analyzing the Lean six Sigma system in the MX150 project of A Company. The application and steps of Lean six Sigma (DMAIC) method in specific projects are clarified in order to play a reference role in the promotion and implementation of Lean six Sigma project management in domestic manufacturing enterprises.
【學位授予單位】：電子科技大學
【學位級別】：碩士
【學位授予年份】：2013
【分類號】：F273

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