| 摘要: | 台灣的中小企業面臨激烈的市場競爭，需要不斷地提昇產品和服務的品質，以提升企業的競爭力，因此流程改善已成為重要的課題。本研究以國內某密封墊片製造公司為例，說明該公司利用六標準差改善邏輯DMAIC的五大步驟，即定義(define)、衡量(measure)、分析(analyze)、改善(improve)、控制(control)，以及簡單的工具進行流程改善專案，包括：密封墊片生產過程中的換模時間縮短專案、模具管理專案、主要客戶VMI機制改善專案。這三個專案分別代表了製程生產、一般管理、與客戶的合作等三個構面的議題。本論文中說明這三個專案在五個階段中如何利用分析與改善的工具，包括定義專案的範圍、目標、顧客的聲音與績效衡量指標，探討原流程的步驟、輸入與輸出變數和所遭遇的問題點，討論出影響流程問題的關鍵變數，再分析造成這些關鍵變數的根本原因，接著擬定改善的方案並且加以實施，檢討改善方案的實施成果，最後設計流程的管控計畫，並且修改與標準化流程，讓改善後的流程方法能夠成為平時管控的一環。 個案公司的三個流程改善專案均帶來極佳的成果，不僅達成了設定的專案目標，包括：產能與效率的提昇、成本的降低、庫存的下降和主要客戶的滿意度提昇，也讓公司的員工有效地邊學邊做，學習一套有系統的改善方法。個案公司進一步將六標準差方法與公司原有的品質制度，如ISO 9000等相結合，期望讓員工能夠養成持續改善、精益求精的習慣，建立追求品質的優質企業文化。 台灣的中小企業在進行流程改善時往往面臨了人才與經費的缺乏，無法有效地推動流程改善的活動。本研究針對個案公司實施流程改善計畫與六標準差專案的經驗進行詳細地討論，檢討個案公司在進行流程改善計畫時所遭遇的困難點和他們所採用的解決方法。本研究也彙總和討論個案公司在實施六標準差改善專案的一些重要的特色。這些解決方法和特色十分值得國內中小企業在實施流程改善時的參考。Due to the fierce market competition, small and medium companies in Taiwan need to constantly improve the quality of their products and services to enhance the competitiveness. Then, process improvement has been an important issue for these companies. This study investigates a real case that a domestic Gasket seal manufacturing company used the methodology of Six Sigma, DMAIC, that is define-measure-analyze-improve-control, to improve their business processes. Three Six Sigma projects were investigates in this study, including mold exchange time reduction project, mold management project, and key customer VMI process improvement project. These three projects respectively represent the process of production, general management, and customer service and coordination in supply chain issues. This study describes in detail the five stages of Six Sigma in the three projects and how to use the tools to improve their processes, for example, defining the scopes and objectives of projects, recognizing the voice of customers, identifying the performance indices of processes, measuring the original processes, analyzing the real causes of process problems, creating and implementing the improvements, checking the performance of all improvements, and designing the new standards of processes. Numerous improvement actions were implemented. Some control plans were developed to sustain and enhance the performance of the processes. Additionally, the key benefits of, and experience gained from these projects are emphasized. The three Six Sigma projects have brought excellent benefits, including productivity and efficiency increasing, cost reduction, inventory decreasing and customer satisfaction improvement. The employees of the company learned the systematic improvement process and tools of Six Sigma by doing. The company further integrated the Six Sigma methods with the existing quality systems, like ISO 9000. The most important thing is that quality concepts must be embedded into the design of process and that just monitoring quality at an operational level does not suffice. The projects in the case company provide a good reference for other small and medium companies that plan to implement Six Sigma management. |
