本文選題：精益 + 六西格瑪�。� 參考：《天津大學(xué)》2014年碩士論文

【摘要】：服務(wù)業(yè)的發(fā)展水平體現(xiàn)著一個(gè)國家經(jīng)濟(jì)的發(fā)達(dá)程度，加快發(fā)展第三產(chǎn)業(yè)能夠推動經(jīng)濟(jì)結(jié)構(gòu)轉(zhuǎn)型升級。服務(wù)業(yè)的發(fā)展離不開科學(xué)技術(shù)的創(chuàng)新，其中信息技術(shù)的革新帶來了服務(wù)效率與服務(wù)質(zhì)量的持續(xù)提升，也使得服務(wù)新產(chǎn)品不斷地涌現(xiàn)。然而，管理是科技創(chuàng)新的前提和保障，二者的同步發(fā)展才能根本實(shí)現(xiàn)企業(yè)資源配置效率最大化。這使得管理模式的創(chuàng)新和管理水平的提升成為了服務(wù)業(yè)企業(yè)得以生存和發(fā)展的關(guān)鍵。民航機(jī)場作為現(xiàn)代服務(wù)業(yè)的典型代表，也面臨著管理方式粗放，缺乏有效的管理體系等問題。 源于日本豐田汽車的精益管理和源于美國摩托羅拉的六西格瑪方法,作為20世紀(jì)兩個(gè)重要的管理創(chuàng)新成果，是被業(yè)界證明為非常有效的提升企業(yè)競爭力的管理模式。精益和六西格瑪二者具有很強(qiáng)的互補(bǔ)性，精益的核心是從客戶的角度定義價(jià)值減少浪費(fèi)和提高效率，六西格瑪以數(shù)據(jù)分析為基礎(chǔ)，通過消除變異追求完美的質(zhì)量，兩種方法的有機(jī)融合能夠發(fā)揮各自優(yōu)勢，摒棄各自的不足，該管理模式已經(jīng)在制造業(yè)領(lǐng)域取得了顯著的成功。 正如服務(wù)業(yè)的質(zhì)量觀是從制造業(yè)發(fā)展而來的，服務(wù)業(yè)同樣應(yīng)該借鑒制造業(yè)的先進(jìn)管理理論。為了實(shí)現(xiàn)服務(wù)從優(yōu)秀走向卓越，S機(jī)場引入了精益六西格瑪管理，深化內(nèi)部管理、推動管理創(chuàng)新。按照精益思想總體設(shè)計(jì)、分步實(shí)施、試點(diǎn)推進(jìn)的策略，對運(yùn)營流程進(jìn)行了梳理和診斷，從服務(wù)質(zhì)量管理、安全管理、委外設(shè)備運(yùn)行監(jiān)控三個(gè)方面，分別選擇了具有典型意義的縮短值機(jī)排隊(duì)等候時(shí)間、飛行區(qū)鳥擊防范、場區(qū)泵閘委托外包管理項(xiàng)目進(jìn)行試點(diǎn)。本文針對縮短值機(jī)排隊(duì)等候時(shí)間項(xiàng)目進(jìn)行了詳細(xì)展開，運(yùn)用了六西格瑪DMAIC方法，，并與標(biāo)準(zhǔn)作業(yè)、異常管理、節(jié)拍、流動、目視化等精益工具相結(jié)合，實(shí)現(xiàn)了辦票效率的大幅提升，旅客等待時(shí)間從18分鐘，降低為14分鐘，從而提升了旅客滿意度。通過一系列的項(xiàng)目改善和后期橫向推廣，精益六西格瑪管理可以實(shí)現(xiàn)S機(jī)場的管理轉(zhuǎn)型，從而鞏固和增強(qiáng)其作為樞紐機(jī)場的競爭優(yōu)勢。
[Abstract]:The development level of the service industry reflects the developed degree of a country's economy, and accelerating the development of the tertiary industry can promote the transformation and upgrading of the economic structure. The development of service industry can not be separated from the innovation of science and technology, among which the innovation of information technology brings about the continuous improvement of service efficiency and service quality, and makes new service products emerge constantly. However, management is the premise and guarantee of scientific and technological innovation. This makes the innovation of management mode and the improvement of management level become the key to the survival and development of service enterprises. As a typical representative of modern service industry, civil aviation airport also faces the problems of extensive management and lack of effective management system. Lean management from Japan Toyota Motor and six Sigma method from American Motorola, as two important management innovations in the 20th century, have been proved to be very effective management models to enhance the competitiveness of enterprises. Lean and six Sigma are highly complementary. The core of lean is to define value from a customer's point of view to reduce waste and improve efficiency. Six Sigma is based on data analysis and pursues perfect quality by eliminating variation. The organic integration of the two methods can give play to their respective advantages and abandon their shortcomings. The management model has achieved remarkable success in the field of manufacturing. Just as the quality view of the service industry is developed from the manufacturing industry, the service industry should also draw lessons from the advanced management theory of the manufacturing industry. In order to realize the service from excellent to excellent S airport, Lean six Sigma management is introduced to deepen internal management and promote management innovation. According to the overall design of lean thought, step by step implementation, the strategy of pilot promotion, the operation process has been combed and diagnosed, from three aspects: service quality management, safety management, external equipment operation monitoring. Some typical items, such as shortening waiting time of check-in machine, bird strike prevention in flying area and pump gate in field area, are selected to carry out pilot project. In this paper, the project of shortening waiting time of check-in queue is carried out in detail, and the six Sigma DMAIC method is used, and it is combined with standard operation, abnormal management, rhythm, flow, visual and other lean tools, such as standard operation, abnormal management, rhythm, flow, visual, and so on. The passenger waiting time is reduced from 18 minutes to 14 minutes, which improves passenger satisfaction. Through a series of project improvement and horizontal extension, Lean six Sigma management can realize the management transformation of S airport, thus consolidate and strengthen its competitive advantage as a hub airport.
【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】：2014
【分類號】：F562.6;F273

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