創造“奇異”經驗、再造企業流程

Recreating the General Electric Experience

劉善忠(Shan-Chung Liu) ； 林婉婷(Wan-Ting Lin)

《品質月刊》 43卷1期 (2007/01) Pp. 35-36

https://doi.org/10.29999/QM.200701.0012

摘要

自從1995年奇異(GE)公司成功地推動六標準差管理，有效地提昇企業經營績效與獲利，帶動全球各大企業導入六標準差之風潮。有鑑於此，個案公司TSM產品雖然已是台灣第一，但市場上價格持續下滑，國外同業競爭仍然存在，良率仍需進行提昇，才可在市場中超越日本同業競爭對手。興勤電子係運用六標準差DMAIC之步驟，透過顧問師與改善團隊之實際探討，落實理論運用，找出提昇TSM良率的核心流程，再設計發展出更佳的流程與作業模式，以提昇TSM的良率而達成降低成本的目的。
興勤電子一向秉持「興業圓滿，勤實永續」的企業精神，努力經營本公司的產品持續擔任電流保護、電壓保護及溫度保護的守護神，興勤電子公司所產銷之熱敏電阻器、壓敏電阻器具有特殊利基，係屬於電子零組件中被動元件保護元件之一環，並廣泛應用於各類電子產品中，針對過電流、過電壓及過溫度等三種電子產品運作過程中所遭遇的風險，提供適切的保護。

並列摘要

Since General Electric successfully implemented the Six Sigma Management Program in 1995, its business performance and profits have soared. As a result, Six Sigma has become a global trend followed by major organizations all over the world. TSM products manufactured by case companies are of the highest quality in Taiwan, but market prices keep falling while foreign competition remains. Much improvement in yield is needed to surpass Japanese competitions. Thinking Electronic utilizes Six Sigma DMAIC to apply theory to practice by having consultants and an assessment team to carry out onsite reviews. The goal is to discover a core process for TSM yield improvement and then develop better processes and protocols to increase TSM yield and lower costs.