成功推動精實六標準差創造高績效營運個案研究

Abstract

摩托羅拉在1980年代，因企業產品品質問題而陷入困境，發展並導入 「六標準差」，讓企業漸入佳境，也獲得美國國家品質獎。奇異則在1990年代中期導入「六標準差」，CEO 威爾許也成為舉世矚目和景仰之專業CEO。豐田在2007年超越通用汽車成為全球最大汽車公司，「豐田生產系統（Toyota Production System)」成為全球爭相學習之企業，在美國擴大TPS之應用範圍，以「精實生產（Lean Production)」為名。取東、西企業文化之所長並整合，減少流程裡的瑕疵與浪費，不斷地改進再改進也就是「精實六標準差（Lean Six Sigma）」。 本研究之目的在於探討精實六標準差之策略導入與推行成效，研究重點放在實務推動經驗的分享和遭遇問題的探討。研究內容透過文獻資料的研究整理，闡述個案公司推動精實六標準差的歷程，希望讓讀者了解推動精實六標準差的基本架構、策略目標展開、專案選擇、教育訓練系統、專案執行管理及推行重點；並分享精實六標準差推行所產生的有形的財務效益和無形的組織成效，最後歸納個案公司推行成功之關鍵因素和遭遇問題，並提出解決方案。研究結果顯示公司高層主管的大力支持、良好的推行計畫和推行架構、系統性的目標展開、完善的教育訓練體系、高度的重視財務效益、緊密的與組織運作結合和強大的知識管理系統，加上持續性的系統改善，是個案公司推行成功的關鍵因素。本研究希望可提供其他公司借鏡參考。本研究希望可提供給企業推行或導入精實六標準差時之依據和參考。最後，後續研究者可針對個別產業之現況進行探討，或針對設計六標準差等其他系統融合導入做進一步的研究和探討。

In 1980s, Motorola deployed the “Six Sigma” to improve her product quality, not only getting the high company performance, but also getting the Malcolm Baldrige National Quality Award. In the mid. of 1990s, Jack Welch, CEO of GE, introduced the “Six Sigma” into GE, and had GE have an outstanding performance. Lean production is a management philosophy derived mostly from the Toyota Production System. Lean Production is renowned for its focus on reduction of the original Toyota seven wastes to improve overall customer value and let Toyota become the world's largest automaker from a small company. Lean Six Sigma is a marriage of two otherwise distinct business management strategies, Lean Production and Six Sigma system. Lean Six Sigma provides a method to accelerate a company's decision-making process, while both reducing production inefficiencies as well as increasing product quality. The purpose of this study is to understand the strategy of introducing and the performance of implementing Lean Six Sigma program in enterprise. This study is to focus on the experience in promotion and the problems/issues encountered in the implementation. This study shows the object company’s promotion progress, strategy goal deployment, project selection, training system, project management and final beneficial results. The conclusion shows the key factors of success in Lean Six sigma program promotion are executive level’s support, solid promotion structure and plan, systematic goal deployment, perfect training system, strongly emphasizing financial benefit, closely merging Lean Six Sigma into organization operation and powerful knowledge management system. Finally, this study generates many successful experience and main concerns, and tries to bring up solutions to the enterprises that want to promote Lean Six Sigma.