六標準差於工程服務業之應用：個案研究

自 1987 年摩托羅拉公司提出六標準差並成功推行以來，六標準差已經成為協助企業追求卓越的重要品質方法論。六標準差最早僅被應用於生產製造業中，近年來逐漸擴展至服務業，例如金融業與醫療業。然而，在營造與工程服務業中，六標準差仍處於萌芽的階段，貝泰公司(Bechtel)以六標準差識別並預防重工和施工缺陷，3000 萬美元的投入創造了 2 億美元的改善效益，除此之外鮮少有其他企業成功運用的實例，在學術研究上也少有營造與工程服務業的案例。因此，本研究以個案研究的方式，應用六標準差於工程服務業之工時改善。本研究將工程服務業之特色，融入六標準差理論，以關鍵成功因子、六標準差精神、專案選擇、關鍵品質要素與六標準差工具，發展適合工程服務業之六標準差方法論。以某工程公司為例，實施一完整 DMAIC 改善循環。於定義階段蒐集顧客聲音，訂定設計工時符合預算為關鍵品質特性；於衡量階段施行量測系統分析，掌握目前關鍵品質的績效；於分析階段使用特性要因圖，找出所有可能的原因，並以決策矩陣選擇較重要的原因，再使用 5 Whys 分析根本原因；於改善階段，針對根本原因以腦力激盪產出改善方案，並依決策矩陣選擇較可行的改善方案；於控制階段使用 FMEA 發展應變計畫，以確保改善方案能夠確實執行，發揮改善效果。

關鍵字

六標準差； DMAIC ；工程服務業；設計工時改善

並列摘要

Since Motorola first proposes “Six Sigma” in 1987, it becomes an important methodology in pursuing excellence for enterprises. In early age, Six Sigma is only applied in manufacturing industry. Recently, Six Sigma gradually expands to service area such as finance and healthcare industry. However, Six Sigma is still immature in construction and engineering service industry. Bechtel Corporation, one of the largest engineering and construction companies in the world, reported savings of $200 mil- lion with an investment of $30 million in its six sigma program to identify and pre- vent rework and defects. There are hardly other successful cases except for Bechtel. Therefore, presenting a Six Sigma real case of an engineering service company is the goal of this research. With regard to the characteristic of engineering service industry, we propose a Six Sigma methodology identifying critical success factor, essence of Six Sigma, pro- ject selection, critical to quality (CTQ) and Six Sigma tool box. In addition, we apply a full DMAIC improvement cycle in an engineering service company. In define phase, “design working hour” is defined as CTQ. In measure phase, we discover some fault occurred in records of design working hour by performing measure system analysis (MSA). In analyze phase, all possible causes are found by cause-effect diagram and screened to few root causes. In improve phase, we take brain-storming to generate feasible improvement measures. In control phase, FMEA is applied to make sure all improvement measures are working as expected.

並列關鍵字

Six Sigma ； DMAIC ； engineering service industry ； process improvement

參考文獻

1. 行政院公共工程委員會，2003，「工程技術顧問公司管理條例」。

5. 行政院公共工程委員會，2004，「工程顧問服務業發展綱領及行動方案」。

4. 林正杰，2006，「工程顧問公司專案管理組織績效與型態之研究」。國立中央大學土木工程研究所，碩士論文。

2. Chakrabarty, A. and Chuan, T. K. (2009), “An Exploratory Qualitative and Quantitative Analysis of Six Sigma in Service Organizations in Singapore,” Management Research News, Vol. 32, No. 7, pp. 614–632.

4. Aboelmaged, M. G. (2010), “Six Sigma quality: a structured review and implications for future research,” International Journal of Quality & Reliability Management, Vol. 27, No. 3, pp. 268–317.

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六標準差於工程服務業之應用：個案研究

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