近年來,國內許多企業組織相繼推動六標準差活動,希望藉由六標準差改善企業組織的品質及獲利能力。六標準差活動創始於美國的摩托羅拉、奇異等大型企業組織,其執行的過程及手法已藉由書籍及專業的輔導組織所廣泛的介紹。然六標準差除了使用一些方法論進行問題之求解之外,另外一項重點,就在如何選擇符合企業組織的六標準差專案。如未能正確的選擇專案,將無法達到預期的成果與效益,也造成企業組織資源的浪費。因此,企業組織如何選擇適當的六標準差專案來執行,甚為重要。 本研究以PCB產業為例,探討企業組織以方針管理為開頭,結合企業組織的經營理念、目標及營運檢討,產生可能的行動方案/專案。本研究架構一套對六標準差專案的選擇方法及執行方法,以協助企業組織選擇正確的專案來進行改善。希望,這樣的研究架構不限於PCB產業,可以做為其他產業的企業組織在做六標準差專案選擇時的另一項參考。 關鍵字: 六標準差、專案選擇、方針管理、PCB
In recent years, many domestic company have to promote the Six Sigma activities, hoping to improve the quality and profitability. Six Sigma was founded by Motolora, GE and other large enterprise in the world, its methodlogy and practices have been implemented and widely introduced through papers and professional counseling organizations. However, in addition to six sigma’s methodology, the priority is how to select Six Sigma projects in line with company’s policy. Project without the right selection, will not achieve the expected results and benefits, but also resulted in waste of company’s resources. Therefore, how to select the appropriate Six Sigma projects to implement is very important for a company. In this study for PCB industry, Policy Management started at the beginning, then combined with company philosophy, objectives and vision, and resulted in possible action / projects. This study provide a methodology and impletmentation for company to select the right Six Sigma project to improve. Hope that this study will not be limited to PCB industry, and can be used as other industries reference in the Six Sigma project selection. Keywords: Six sigma, Project selection, Policy Management, PCB
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