近年來,由於國內外經營環境變化甚鉅,世界各國莫不將發展重心放置於國家的經濟建設效益評估上,國軍在軍備縮減與武器裁減已成為一種趨勢,在每年國防建軍與變革政策之下,我國國軍亦因應國家整體政經局勢的轉變,在國防人力政策上,配合國防組織改造、戰略構想調整及武器裝備更新等相關變革作為,適切檢討精簡可用人力,提昇人員素質,以建立一支「量少、質精、戰力強」的現代化軍隊。本研究主要探討後勤體系於轉型階段,各階段修製單位所面臨的經營管理問題,並研析國軍後勤組織體系面對國軍「精進案」後勤組織調整、裁併,逐步邁向D/L(Depot Level)工廠修護階層國有民營化、軍機策略性商維或整編至聯勤等政策下,應如何評估外在環境的機會與威脅,並有效運用組織內部的優勢與基礎條件,以減低變革後的衝擊,同時謀求整體後勤作業流程及品質績效的大幅提升。 評析國軍後勤品質管理體系(logistics quality assurance system)之組織架構,並規劃導入六標準差(six sigma)管理模式時,現行體制內相對應關鍵參與者之角色與職責,以提供國軍後勤體系決策及督導單位參考運用,並蒐集國內、外企業推行6 sigma專案管理時之關鍵成功因素,運用多面向SWOT(Strengths, Weaknesses, Opportunities, Threats)分析法,來評估、診斷其導入國軍後勤品質管理體系之可行性。本研究即在就現階段國軍後勤體系所面臨組織簡併、人力精簡,及因應軍工廠逐步朝向國有民營或聯合整編之政策,供國軍後勤品質管理體系導入6 sigma之需求性及可行性參考。
Many countries have recently emphasized the economical issues under tremendously changing management circumstances, and then the military is tend to shrink their armament preparation and reduce the cost of weapon system. The human resource of military then focuses on the organizational innovation, the strategy adjustment, and the infrastructure change in order to attain the goal of modern military of less human resource with quality and powerful force. The purpose of this research is to study the managerial issues and human resource innovation and the respective strategies at the relevant stages of logistics in the military. The reduction of the impact of innovation on the organization and the improvement of quality and process management are also considered. The logistics quality assurance management is analyzed to make the plan and define the role and the duty of the key participants in Six Sigma management. The critical factors of implementing the Six Sigma management and SWOT analysis are also studied to assess the demand and the feasibility of Six Sigma management implementation for the reference of managerial innovation in the logistics of military.