本研究除應用原來之DMAIC架構外,研究中加入新的元素,例如建立起專案管理資料庫,有效管理相關訊息,使企業內能快速彼此學習,加速改善之進度。此外,研究中並加入8D手法之元素,將短期對策納入DMAIC之流程,除了專案改善外並以客戶端為考量,短期先減少不良流出,使客戶能維持量產性,長期由Analysis, Improve & Control針對異常發生源頭予以改善,使DMAIC不僅改善異常,並納入客戶之聲音為第一首要項目,使企業更有效去滿足客戶之期待。 本研究主要以Six Sigma為主要架構,與3M所實施之Six Sigma比較,從管理面探討企業文化的改變、管理階層之承諾、如何有效利用資源將其功能發揮至極致,從製程面如何大量的應用統計手法,藉由數據搜集、資料分析、製程能力分析、何時該使用何種工具幫助資料之判讀,使專案問題能按步就班的找出問題的真正原因、有效的改善方法、標準化作業之確立及長期追蹤其改善成效之維持,結合理論與實務之應用,有效解決實務面上所面臨到的困難。
This study was based on Six Sigam as key framework, more elements are added like 3M global database to manage all projects from different countries and factories, accerlate project productivity and do best practice within 3M organization. By the way 8D concept about short term solution are also be added in DMAIC process, how to reduce defect rate quickly to help customer to keep mass production, then using DMAIC methodology to improve the quality from root cause elimination and action standardizations. These changes to DMAIC structure really put “customer voice” as first priority that can improve customer satisfactions in real operations. 3M Six Sigma system are also be studied from different perspectives, like company culture change, management commitment, how to utilize internal resource efficiently to maximize Six Sigma benefit, etc. From manufacturing process perspective: How to apply statistical methodology for data collection, data analysis, process capability analysis, which tool we can use to help us understand our data correctly to make right decision about the process improvement. Find the root cause and corrective acitons step by step, improvement action standardarization and continual tracking to ensure these actions are well maintained. Further understanding about Six Sigma theory, implement it in our daily operation.
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