以精實六標準差的模式改善出貨品質檢驗流程-以液晶材料產業為例

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题名:	以精實六標準差的模式改善出貨品質檢驗流程-以液晶材料產業為例
作者:	葉昱瑄;YEH, YU-HSUAN
贡献者:	工業管理研究所在職專班
关键词:	精實生產;標準差;工作平衡;價值溪流圖;流程週期效率;Lean Production;Six Sigma;line balance;Value Stream Mapping;PCE;DMAIC
日期:	2017-07-06
上传时间:	2017-10-27 12:29:36 (UTC+8)
出版者:	國立中央大學
摘要:	對企業界而言，隨著經營環境複雜多變及市場競争加劇，因應的時間卻是日益急迫，如何有效、及時、順利地創造及生產出顧客想要的產品或服務，已然成為企業發展與成敗的關鍵因素。豐田汽車（Toyota）為了因應顧客不同的需求，以及挑戰競爭者大量生產的優勢，經過數十年的努力，衍生出精實生產方式（Lean Production）且能在有限的資源下，創造高利潤及有效改善經營體質；而Motorola公司在80年代提出六標準差（Six Sigma）的概念，使得產品品質達到最高的境界。而GE公司更把Six Sigma活動發揚光大，也使獲利達到前所未有之規模；從廣泛的組織觀點上來看，六標準差已經被視為一項管理哲學。本研究藉由精實生產（Lean production）的觀念與六標準差（Six Sigma）的方法相互結合，是一用來解決問題並創造優勢的工具，其核心則是消除一切不必要的浪費，本研究針對個案公司之出貨品質檢驗流程，如何在維持穩健量測的原則下，降低檢驗成本，並簡化繁複的歩驟，使品管出貨檢驗流程有更好的產出與節省時間效益；有效的運用精實六標準差來改善品管量測流程以期達成量測站點工作平衡（line balance），也就是豐田管理中的工作負荷平均化，循序漸進的改善現有量測流程的缺失，而透過流程分析（SIPOC）、價值溪流圖（Value Stream Mapping, VSM），可找出量測流程內無附加價值之量測站點並分析流程週期效率（PCE），針對無附加價值之量測站點做一研究與改善。透過DMAIC不斷地持續改善如量測流程、效率提昇、強化品質與成本概念等，促使個案公司之品管工作流程順暢，以達到各工作站之最佳配置狀態。除了持續提昇其技術能力，擴充產能及設備外，更重要的是提高品質，縮短檢驗週期及提高交期的達成率外，進而提高客戶滿意度；秉持著全面品質管理（Total Quality Management ,TQM）的理念下，仍能達到檢驗流程之完善及質量並重的目標。 ;For the business community, with the complexity of the business environment and increased market competition, the response time is increasingly urgent, how effective, timely and smooth to create and produce customers want products or services, has become a business development and The key factor in success or failure. Toyota has created decades of effort to create a high-margin and effective range of resources under limited resources, in response to the diverse needs of its customers and the challenges of mass production. Improve the management of the constitution; and Motorola in the 80′s proposed six standard deviation (Six Sigma) concept, making the product quality to the highest level. GE′s Six Sigma activity has also made it an unprecedented scale, and the six standard deviations have been seen as a management philosophy from a broad organizational point of view. The combination of the concept of Lean production and the Six Sigma approach is a tool to solve the problem and create an advantage. The core is to eliminate all unnecessary waste. The study of the case of the company′s shipping quality inspection process, how to maintain a stable measurement under the principle of reducing the cost of inspection, and simplify the complicated steps to make quality control shipments inspection process has better output and save time efficiency; Effective use of precision six standard deviation to improve the quality control process in order to achieve the measurement site balance of work (balance), that is, Toyota management of the workload of the average, step by step to improve the lack of existing measurement process, and Through the process analysis (SIPOC) and Value Stream Mapping (VSM), you can find the measurement site without additional value in the measurement process and analyze the process cycle efficiency (PCE). For the non-added value Point to do a research and improvement. Continuously improving through DMAIC, such as measurement processes, efficiency improvements, enhanced quality and cost concepts, etc., to promote the case company′s quality control workflow smoothly, in order to achieve the best configuration of the workstation status. In addition to continuing to enhance its technical capabilities, expansion of production capacity and equipment, more importantly, improve quality, shorten the inspection cycle and improve delivery rate, and then improve customer satisfaction; uphold the total quality management (Total Quality Management, TQM) Under the concept of the test process can still achieve the quality and quality of both the goal.
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