【摘要】：二十世紀(jì)八十年代,面對(duì)日本企業(yè)的質(zhì)量競爭,美國摩托羅拉公司為了扭轉(zhuǎn)低劣產(chǎn)品質(zhì)量的局面,正式推廣“六西格瑪質(zhì)量計(jì)劃”,產(chǎn)生了非常好的結(jié)果。這源于摩托羅拉公司,由通用電氣公司成功推廣的六西格瑪管理,被世界上越來越多的企業(yè)所接受。如今,六西格瑪管理成為公認(rèn)的璀璨明星,風(fēng)靡管理界。 六西格瑪管理方法以數(shù)據(jù)和事實(shí)為依據(jù),以滿足客戶需求為宗旨,以提高效率和減少成本為目標(biāo),以對(duì)生產(chǎn)和服務(wù)流程的持續(xù)改進(jìn)為根本,以全員參與,建立和改善企業(yè)文化為靈魂的科學(xué)而嚴(yán)謹(jǐn)?shù)墓芾矸椒�。六西格瑪管理方法基于建立可測量的方式,借助統(tǒng)計(jì)工具評(píng)估的一整套解決問題的方案。 本文介紹了質(zhì)量管理的歷史,六西格瑪誕生的背景,介紹了六西格瑪?shù)膬?nèi)容和特點(diǎn),逐漸深入地介紹了西格瑪改進(jìn)DMAIC,結(jié)合CCMC公司的機(jī)加工標(biāo)準(zhǔn)工時(shí)降低項(xiàng)目的實(shí)例,探討了六西格瑪管理的具體應(yīng)用步驟,及在此項(xiàng)目中的認(rèn)識(shí)。首先,項(xiàng)目定義階段明確了項(xiàng)目章程,尤其是項(xiàng)目目標(biāo)Y和影響因子X；其次,測量和分析階段識(shí)別出項(xiàng)目需要重點(diǎn)改進(jìn)的方向：機(jī)加工程序的改進(jìn),隨后的改善與控制階段,對(duì)項(xiàng)目進(jìn)行了具體實(shí)施,運(yùn)用流程能力Cpk驗(yàn)證了改進(jìn)的質(zhì)量可靠性,運(yùn)用方差分析(ANOVA)驗(yàn)證了改進(jìn)的有效性。最后,分析了項(xiàng)目的財(cái)務(wù)收益,即2013年度預(yù)計(jì)收益為713,458元,達(dá)到預(yù)期目標(biāo)703,671,圓滿完成項(xiàng)目。用具體案例說明六西格瑪管理支持企業(yè)不斷流程改進(jìn)的成功。
[Abstract]:In the 1980s, in the face of quality competition from Japanese enterprises, Motorola formally promoted the "six Sigma quality Plan" in order to reverse the situation of poor product quality, which produced very good results. This stems from Motorola, managed by six Sigma, successfully promoted by General Electric, and is accepted by more and more companies around the world. Today, six Sigma management has become recognized as a bright star, popular in the management world. The six Sigma management method is based on data and facts, aims at meeting customer needs, aims at improving efficiency and reducing cost, takes the continuous improvement of production and service process as the foundation, takes the whole staff participation, establishes and improves the enterprise culture as the soul of the scientific and rigorous management method. The six Sigma management method is based on the establishment of a measurable approach, with the help of statistical tools to evaluate a set of problem-solving solutions. This paper introduces the history of quality management, the background of the birth of six Sigma, introduces the contents and characteristics of six Sigma, gradually introduces the example of Sigma improvement DMAIC, combined with CCMC company's machining standard working hours reduction project, probes into the concrete application steps of six Sigma management and the understanding in this project. First of all, the project definition stage defines the project charter, especially the project objective Y and impact factor X. secondly, the measurement and analysis stage identifies the key improvement directions of the project: the improvement of machining program, and then the improvement and control stage, the project is implemented concretely, the quality reliability of the improvement is verified by process capability Cpk, and the effectiveness of the improvement is verified by variance analysis (ANOVA). Finally, the financial income of the project is analyzed, that is, the expected income in 2013 is 713458 yuan, which achieves the expected target 703671 and completes the project successfully. A concrete case is given to illustrate the success of six Sigma management in supporting continuous process improvement in enterprises.
【學(xué)位授予單位】：南京理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：TH186

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