六標準差 (Six Sigma)是一套品質改善工具,也是提昇企業績效的管理活動;而專注於流程改善、多樣少量生產的「精實生產」(Lean Production) ,則透過產品與服務流程的持續改善達到客戶要求的水準。然而,結合精實生產與六標準差的管理思維,必須更系統性的考量其整合的方式與效益。本研究目的即在藉由實證程序,統整出推行精實六標準差 (Lean Six Sigma; LSS) 之關鍵成功因素。 本研究針對精實六標準差的執行流程提出一整合架構,並以一個案公司在電感器試產品流程實施精實六標準差品質活動之預期效益與實際成效的比較,進行實務個案的效益評估,並發展問卷,對組織成員所認知之「精實六標準差」進行問卷調查,以員工的認知來驗證實際執行的效益面與困難點。 本研究除了提出一精實六標準差的整合架構,並在實證探討中完整地涵蓋流程實績面與員工心理面的雙向探討,對於企業在成功推行精實六標準差方案上,有更具實質意義的操作建議與管理意涵。
Six-Sigma is a kind of organizational tool for quality improvement and a management program for performance enhancement. Lean production, emphazing business process reengineering and the Small-Lot-Multiple-Type Production System, aims to meet customer demanding needs through continued improvement. In view of synergy, integrating Lean production and Six-Sigma (Lean Six Sigma; LSS) have to consider systematically the type of integration and expected benefits. The purpose of this study is hence to propose the key successful factors for implementing LSS by empirical investigation. This study proposes an integrated framework for LSS program and compares the expected and actual performance of LSS program via an inductor prototype producing process in a case company to present the benefit evaluations of LSS implementation. Based on this, questionnaire was designed to conduct a survey for organization employee perceived LSS performance and then to verify the pros and the cons of LSS program. This study not only proposes an integrated framework for LSS, but also empirically analyzes the practical performance and employee perception perspectives. More insightful practical suggestions and managenial implications will be helpful for companies to successfully implement LSS program.