精實六標準差管理與約束理論聯合應用模型及實施路徑

精實生產、六標準差管理和約束理論都是製造型企業用以開展持續改進的管理方法，它們有各自關注的重點和優勢。將三者按照一定的程式和路徑聯合應用，可以優勢互補，突破性地降低投入成本，縮短生產週期，提高產品品質和經濟效益，增強企業競爭力。本文通過比較分析精實生產、六標準差管理和約束理論的特點，建立了三者的聯合應用模型，該模型由目標層、功能層、流程層和工具層構成，按照立項、識別、改進、控制、循環的流程實施。提出了以主要矛盾為切入點的聯合應用模型通用性實施路徑，使模型能根據改進專案的實際情況而靈活實施。將聯合應用模型應用於CW集團JH公司鉛酸蓄電池生產過程的改進，電池平均月產量提高了20%，電池退貨率同比下降了15%，證明了模型的可操作性和有效性。

關鍵字

精實生產；六標準差管理；約束理論；聯合應用模型

並列摘要

Lean production, Six Sigma management and theory of constraints (TOC) is respectively a management method for manufacturing enterprises to achieve continuous improvement, and they have their own priorities and advantages. Integrating and applying the three in accordance with a certain procedure and a path can complement each other's advantages, achieve breakthrough performances in reducing input costs, shortening production cycles, improving product quality and economic benefit, and so enhancing the competitiveness of enterprises. By analyzing their characteristics, this paper establishes an integrated application model of lean production, Six Sigma management and theory of constraints. The model is composed of target layer, function layer, process layer, and tool layer, and is implemented according to the process of project establishment, identification, improvement, control and circulation. This paper also proposes a universal implementation path with the major contradiction as entry point, which enables the model can be flexibly implemented according to the actual situation of the improvement project. The integrated application model was applied to the improvement of the lead-acid battery production process in CW Group. This resulted the average monthly output of batteries increased by 20%, and the return rate decreased by 15% year on year, which proved that the model is well operable and effective.

並列關鍵字

lean production ； Six Sigma management ； theory of constraints ； integrated application models

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精實六標準差管理與約束理論聯合應用模型及實施路徑

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