本文關(guān)鍵詞：六西格瑪方法在E公司項(xiàng)目管理中的應(yīng)用研究　出處：《天津大學(xué)》2014年碩士論文　論文類型：學(xué)位論文

  更多相關(guān)文章： 六西格瑪 項(xiàng)目管理 DMAIC 客戶滿意

【摘要】：在當(dāng)今激烈的市場(chǎng)競(jìng)爭(zhēng)中，各行各業(yè)都必須盡最大可能的進(jìn)行內(nèi)部?jī)?yōu)化，提高自身技術(shù)能力和管理水平，最大的滿足客戶的需要并達(dá)到客戶的滿意。即使是E公司這種全球領(lǐng)先的制造型企業(yè)也是需要不斷的內(nèi)部改善，不斷的改進(jìn)自己的工作方法和工作流程，以更好的滿足客戶的要求，最終贏得更多客戶的親睞。在E公司中，項(xiàng)目管理工作的主要職責(zé)是在內(nèi)部制造工廠和最終用戶之間架起了一座溝通橋梁和紐帶，并且在整個(gè)項(xiàng)目的進(jìn)程中起到溝通、協(xié)調(diào)和控制的作用。 本文首先解釋了六西格瑪?shù)母拍詈桶l(fā)展歷程，并詳細(xì)闡述了六西格瑪管理的含義、特征、優(yōu)點(diǎn)和實(shí)施程序。指出六西格瑪管理方法在解決問(wèn)題、指導(dǎo)實(shí)踐中的重要作用。同時(shí)簡(jiǎn)述了六西格瑪改進(jìn)循環(huán)DMAIC的含義和工作方法，包括定義、測(cè)量、分析、改進(jìn)和控制等個(gè)步驟的定義和大體工作內(nèi)容。同時(shí)針對(duì)項(xiàng)目管理的概念進(jìn)行定義和解釋。尤其是針對(duì)于本文主要關(guān)注的項(xiàng)目時(shí)間管理進(jìn)行了介紹。 隨后結(jié)合E公司項(xiàng)目管理工作的實(shí)際情況首先介紹了E公司的公司背景，以及項(xiàng)目管理部門的職責(zé)和成長(zhǎng)經(jīng)歷。介紹了E公司項(xiàng)目管理的模式和方法，描述了E公司項(xiàng)目管理過(guò)程現(xiàn)狀并指出存在的問(wèn)題。針對(duì)E公司項(xiàng)目管理中最主要的問(wèn)題也是客戶最關(guān)心的項(xiàng)目周期長(zhǎng)的問(wèn)題進(jìn)行分析研究，主要是按照六西格瑪管理中DMAIC循環(huán)的改進(jìn)模式來(lái)進(jìn)行的。在定義階段選取具有代表性的核電項(xiàng)目做為實(shí)例，確定項(xiàng)目初始狀態(tài)，，做為改進(jìn)的起點(diǎn)。在測(cè)量階段，繪制出項(xiàng)目流程圖，并根據(jù)項(xiàng)目流程圖得出每個(gè)項(xiàng)目階段所需的時(shí)間，從而得到項(xiàng)目總時(shí)間。在分析階段，針對(duì)各個(gè)階段間的關(guān)系進(jìn)行分析，確認(rèn)各個(gè)階段間的實(shí)際關(guān)系是否和流程圖中顯示出來(lái)的完成-開(kāi)始關(guān)系相吻合；同時(shí)對(duì)3個(gè)所需時(shí)間最長(zhǎng)的階段進(jìn)行分析，希望能夠通過(guò)改善這3個(gè)長(zhǎng)時(shí)間的階段來(lái)縮短項(xiàng)目整體時(shí)間。在改進(jìn)階段中基于分析階段的結(jié)果，根據(jù)各項(xiàng)目階段間的實(shí)際關(guān)系重新繪制流程圖；并且對(duì)于3個(gè)長(zhǎng)時(shí)間的項(xiàng)目階段進(jìn)行改進(jìn)，從而縮短了這些階段的所需時(shí)間。在控制階段，使用YJ四期項(xiàng)目做為測(cè)試，以驗(yàn)證項(xiàng)目改善成果，得到較好的數(shù)據(jù)結(jié)果。 最后通過(guò)對(duì)改善的總結(jié)和展望，希望以后能夠?qū)⒘鞲瘳敼芾矸椒ê晚?xiàng)目管理相結(jié)合，來(lái)改進(jìn)項(xiàng)目管理中出現(xiàn)的的問(wèn)題。
[Abstract]:In today's fierce market competition, all walks of life must make the best possible internal optimization, improve their technical ability and management level, to satisfy the biggest customer and meet customer satisfaction. Even E the world's leading manufacturing enterprises also need to constantly improve the internal, improve working methods and work flow oneself constantly, to better meet customer requirements, and ultimately win more customers favor. In E company, the main responsibilities of project management is to set up a communication bridge and link in the internal manufacturing between the factory and the end users, and to communicate in the whole project process, coordinate and control role.
This paper explains the concept and development of Six Sigma, and expounds the Six Sigma management meaning, characteristics, advantages and the implementation of the program. It is pointed out that the Six Sigma management method to solve the problem, an important role in the practice. At the same time, the Six Sigma concept and methods of work, the cycle of DMAIC including the definition, measurement the definition, analysis, improvement and control steps and the main content. At the same time to define and explain the concept of project management. Especially the project time management for the main concern of this paper are introduced.
Then combined with the actual situation of the project management of E company first introduced the E company's background, and project management responsibilities of the departments and the growth experience. Introduces the pattern and method of project management of E company, describes the project management process of E company current situation and points out the existing problems. According to the analysis of the main problems of project management E company is the customers are most concerned about the project cycle is long, is mainly carried out in accordance with the improved model of circular DMAIC in six sigma management. In the definition phase of selecting representative nuclear power project as an example, determine the initial state, as the starting point. Improvement in measure, draw out the project flow chart according to the project, and flow chart of each phase of the project that the time required to obtain the total project time. During the analysis phase, according to the analysis of the relationship between the various stages, confirm Show whether the actual relationship of each stage and the flow chart of the finish to start relationship is consistent; and the 3 time the longest stage are analyzed, hoping to shorten the overall project time by improving the 3 long time period. Based on the results of the analysis phase in the improvement stage, according to the actual the relationship between the new phase of the project flow chart; and for the 3 phase of the project a long time are improved, so as to shorten the time required for the stage. In the control stage, using the YJ four project for testing, to verify the improvement project results, get better results.
Finally, through the summary and Prospect of improvement, we hope that we can combine the Six Sigma management and project management to improve the problems in project management.

【學(xué)位授予單位】：天津大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F273;F426.4

【共引文獻(xiàn)】

相關(guān)期刊論文 前3條

1 劉瑋;;六西格瑪方法在汽車制造企業(yè)項(xiàng)目管理中的應(yīng)用[J];才智;2013年21期

2 趙德勇;牛燕明;彭倫全;閔春紅;;基于質(zhì)量?jī)r(jià)值流的精益六西格瑪項(xiàng)目流程分析方法[J];價(jià)值工程;2013年14期

3 王鳳;趙美鮮;;淺談六西格瑪方法在項(xiàng)目管理中的應(yīng)用[J];中國(guó)商貿(mào);2012年16期

相關(guān)碩士學(xué)位論文 前7條

1 潘兆云;六西格瑪設(shè)計(jì)在新產(chǎn)品鏈條開(kāi)發(fā)過(guò)程的研究[D];上海交通大學(xué);2011年

2 黃煜華;六西格瑪管理在A公司的質(zhì)量管理系統(tǒng)中的應(yīng)用研究[D];蘇州大學(xué);2009年

3 李伍仲;ABB公司發(fā)動(dòng)機(jī)生產(chǎn)線項(xiàng)目進(jìn)度管理研究[D];華東理工大學(xué);2013年

4 曾佳俊;低成本電子元器件的質(zhì)量分析與控制[D];上海交通大學(xué);2013年

5 劉曙光;基于六西格瑪方法提高制梗絲線西格瑪水平[D];南京理工大學(xué);2013年

6 莫?jiǎng)ι?H公司KT001產(chǎn)品質(zhì)量改善案例[D];華南理工大學(xué);2014年

7 張衛(wèi)星;項(xiàng)目質(zhì)量管理在汽車零部件產(chǎn)品開(kāi)發(fā)項(xiàng)目中的應(yīng)用研究[D];華東理工大學(xué);2015年

本文編號(hào)：1368352