運用六標準差改善直銷公司之物流流程

以作者查詢圖書館館藏

、以作者查詢臺灣博碩士

、以作者查詢全國書目

、勘誤回報

、線上人數：56

、訪客IP：3.145.38.166

姓名

戴正廷(Cheng-Ting Tai) 查詢紙本館藏

畢業系所

企業管理學系

論文名稱

運用六標準差改善直銷公司之物流流程
(Using Six Sigma to improve logistics process in a direct selling company)

相關論文

★ 國內有線電視新聞流程數位化與預期效益關係探討—以東森有線電視台為例	★ 以類神經網路探討晶圓測試良率預測與重測指標值之建立
★ 六標準突破性策略—企業管理議題	★ 限制驅導式在製罐產業生產管理之應用研究
★ 應用倒傳遞類神經網路於TFT-LCD G4.5代Cell廠不良問題與解決方法之研究	★ 限制驅導式生產排程在PCBA製程的運用
★ 平衡計分卡規劃與設計之研究-以海軍後勤支援指揮部修護工廠為例	★ 木製框式車身銷售數量之組合預測研究
★ 導入符合綠色產品RoHS之供應商管理-以光通訊產業L公司為例	★ 不同產品及供應商屬性對採購要求之相關性探討－以平面式觸控面板產業為例
★ 中長期產銷規劃之個案探討 -以抽絲產業為例	★ 消耗性部品存貨管理改善研究-以某邏輯測試公司之Socket Pin為例
★ 封裝廠之機台當機修復順序即時判別機制探討	★ 客戶危害限用物質規範研究-以TFT-LCD產業個案公司為例
★ PCB壓合代工業導入ISO/TS16949品質管理系統之研究-以K公司為例	★ 報價流程與價格議價之研究–以機殼產業為例

檔案

[Endnote RIS 格式]

[Bibtex 格式]

[相關文章]

[文章引用]

[完整記錄]

[館藏目錄]

[檢視]

[下載]

本電子論文使用權限為同意立即開放。
已達開放權限電子全文僅授權使用者為學術研究之目的，進行個人非營利性質之檢索、閱讀、列印。
請遵守中華民國著作權法之相關規定，切勿任意重製、散佈、改作、轉貼、播送，以免觸法。

摘要(中)

物流作業旨在互通有無、貨暢其流，使供應鏈成員之間得以順利營運，將產品與服務送到顧客的手中。在電子商務的時代，物流更具備了交易最後一哩的重要地位。因此物流作業已經成為現代產業中最重要的一環。
現代的企業面臨日益嚴酷的競爭，紛紛利用各種的管理方法，提昇自我的競爭力，物流作業也不例外。本論文利用六標準差的方法論於一家直銷公司的物流部門，改善其補貨與客戶退貨流程。在這兩個六標準差專案中，運用「定義、衡量、分析、改善、控制」的邏輯路徑和許多定性與定量的工具，例如：專案章程、流程輸入輸出分析、流程圖、因果矩陣圖、失效模式分析、變異數分析、假設檢定、時間價值圖、管控計畫等。依據流程分析結果進行了許多的改善措施，得到了顯著的成果。
在補貨流程改善專案中，改善之後降低了不必要的補貨頻率，同時也降低了緊急補貨率，減少了運輸的成本。同時因為訂定適當的產品補貨類別與法則和各服務中心的安全庫存，使得各服務中心的庫存量降低。透過建立新的補貨資訊系統的機制，讓補貨規劃人員所花的時間大幅降低，減少工作負荷。
在退貨流程改善專案中，除了運用六標準差的工具外，亦利用精實的觀念和工具，分析流程的時間與作業的加值性，重新設計了一套新的退貨流程，大幅度地減少顧客退貨的時間。顧客從改善前14天才領得到代用券，成為立即可以領到。同時減少了退貨流程上的資訊溝通錯誤，提昇了顧客和代用券的資料的正確性，降低了顧客的抱怨，也增加了客戶的滿意度。
本論文同時針對該直銷公司實施的這兩個六標準差專案活動過程的經驗提出討論。研究中發現在這兩個專案中：
(1) 六標準差提供了一個管理與溝通的平台，定性與定量工具避免了直覺式或經驗式的思考，以系統化的方法和統計實證確認問題的根源，產生正確的改善方案。
(2) 高階管理者的支持與資源的提供是該公司實施六標準差最重要的成功因素。
(3) 員工與利害關係者持續的溝通與教育，減少了流程變革的抗拒。跨部門的協調可以廣泛地收集意見，有助於產生更多有價值的建議。
(4) 六標準差專案各階段產出的文件完整確實與管控得宜，可以彌補時程上的些許延宕。
(5) 該公司六標準差專案與ISO 9000同時相輔相成，有助於提昇員工共識，擴大六標準差產生的績效。
(6) 改善後財務績效的驗證和可見的績效提昇，促使公司更有信心進行持續的改善。
本論文驗證六標準差管理於實際物流作業實施的有效性，並且達到極佳的有形與無形的成果。該直銷公司運用六標準差於物流流程的經驗，可以提供學術研究者或實務者於類似的公司或物流相關產業的績效改善一個很好的參考模式。

摘要(英)

This study proposes how two Six Sigma projects can improve the logistics process including replenishment and refund processes in the logistic center of a global direct selling company. The study elucidates the define, measure, analyze, improve and control (DMAIC) methodology of Six Sigma in the two projects, using qualitative and quantitative tools, including process mapping, cause and effect matrix, Failure mode and Effect Analysis, analysis of variance, hypothesis testing, and Time value chart to identify causes of variance of the two processes. The structured methodology of Six Sigma integrated logistic techniques was applied in the leading direct selling company. Numerous improvement actions are discussed and implemented. Control plans are developed to sustain and enhance the performance of the logistics process.
The replenishment project has substantially benefitted the logistic center, including reducing replenishment frequency and urgent shipping rate, decreasing cost of transportation, lowering the inventory of service centers and shortening the replenishment planning time, minimizing time and variation in the process for minimizing customer complaints and maintaining customer satisfaction. The advantages of, and experience gained from, the project are discussed.
The refund project redesigns the refund process and reduces the time of the refund process. Customers can get vouchers immediately. The improved process also reduced the error rate in the refund process to almost zero.
In conclusion, the key benefits of, and experience gained from the project were emphasized. This paper will be of interest to academic researchers and practical managers. The Six Sigma projects in the logistic center of Amway Taiwan provide a good reference for other companies who plan to implement Six Sigma management.

關鍵字(中)

★ 物流中心
★ 供應鏈
★ 退貨流程
★ 直銷
★ 六標準差
★ 補貨流程

關鍵字(英)

★ Direct selling
★ Supply chain
★ Refund process
★ Replenishment process
★ Logistic center
★ Six Sigma

論文目次

TABLE OF CONTENTS
摘要 i
ABSTRACT iii
誌謝 v
TABLE OF CONTENTS vi
LIST OF FIGURES viii
LIST OF TABLES ix
CHAPTER 1 INTRODUCTION 1
1.1 Motivation and background 1
1.2 Research objective 4
1.3 Research methodology 5
1.4 Dissertation organization 8
CHAPTER 2 LITERATURE REVIEW 10
2.1 Six Sigma 10
2.2 Logistics Issues and Six Sigma 12
2.3 Characteristics of the direct selling industry 15
CHAPTER 3 USING SIX SIGMA TO IMPROVE REPLENISHMENT PROCESS 17
3.1 Background and problems 17
3.2 Six Sigma project 18
3.2.1 Define phase 18
3.2.2 Measure phase 21
3.2.3 Analyze phase 26
3.2.4 Improve phase 31
3.2.5 Control phase 37
CHAPTER 4 USING SIX SIGMA TO IMPROVE REFUND PROCESS 40
4.1 Background and problems 40
4.2 Six Sigma project 41
4.2.1 Define Phase 41
4.2.2 Measure Phase 42
4.2.3 Analyze phase 45
4.2.4 Improve Phase 47
4.2.5 Value-Added Analysis - Time Value Chart 50
4.2.6 Control Phase 53
CHAPTER 5 DISCUSSION 55
CHAPTER 6 CONCLUSION 59
6.1 Conclusion 59
6.2 Future Research 62
REFERENCES 63
LIST OF FIGURES
Figure 1.1 Research methodology 7
Figure 1.2 Organization of this dissertation 9
Figure 3.1 Main effect plots 30
LIST OF TABLES
Table 3.1 Project charter 22
Table 3.2 C&E matrix 24
Table 3.3 FMEA 27
Table 3.4 Results of balanced ANOVA 30
Table 3.5 Control plan 38
Table 4.1 Part of project charter 43
Table 4.2 Part of C&E Matrix 45
Table 4.3 Part of FMEA 49
Table 4.4 Time Value Chart 51

參考文獻

REFERENCES
1. Antony, J. (2006). “Six Sigma for service processes”. Business Process Management Journal, 12 (2), 234-248.
2. Antony, J., Banuelas, R. (2001). “A Strategy for Survival”. Manufacturing Engineer, 80 (3), 119-21.
3. Bañuelas, R., Antony, J., Brace, M. (2005). “An application of Six Sigma to reduce waste”. Quality and Reliability Engineering International, 21, 553-570.
4. Brady, J. E., Allen, T. T. (2006). “Six Sigma literature: a review and agenda for future research”. Quality and Reliability Engineering International, 22, 335-367.
5. Campbell, O. (2008). “Forecasting in Direct Selling Business: Tupperware’s Experience”. The Journal of Business Forecasting, 27 (2), 18-19.
6. Chakrabarty, A., Chuan, T. K. (2009). “An exploratory qualitative and quantitative analysis of Six Sigma in service organizations in Singapore”. Management Research News, 32 (7), 614-632.
7. Chen, J. C., Li, Y., Cox, R. A. (2009). “Taguchi-based Six Sigma approach to optimize plasma cutting process: an industrial case study”. International Journal of Advanced Manufacturing Technology, 41 (7-8), 760-769.
8. Chuang, P. T. (2009). “Combining Service Blueprint and FMEA for Service Design”. The Service Industries Journal, 27 (2), 91-104.
9. Coronado, R. B., Antony, J. (2002). “Critical success factors for the successful implementation of Six Sigma projects in organizations”. The TQM Magazine, 14 (2), 92-99.
10. Dedhia, N. S. (2005). “Six Sigma Basics”. Total Quality Management, 16 (5), 567-574.
11. Edgeman, R. L., Bigio, D., Ferleman, T. (2005). “Six Sigma and business excellence: Stratepric and tactical examination of IT Service Level Management at the Office of the Chief Technology Officer of Washington D.C.”. Quality and Reliability Engineering International, 21 (3), 257-273.
12. Furterer, S., Elshennawy, A. K. (2005). “Implementation of TQM and lean Six Sigma tools in local government: a framework and a case study”. Total Quality Management, 16 (10), 1179-1191.
13. Henderson, K. M., Evans, J. R. (2000). “Successful implementation of Six Sigma: benchmarking general electric company”. Benchmarking An International Journal, 7 (4), 260-281.
14. Hoerl, R. W. (2001). “Six Sigma black belts: what do they need to know”. Journal of Quality Technology, 33 (4), 391-406.
15. Iwaarden, J. V., Wiele, T.V., Dale, B.,Williams, R., Bertsch, B. (2008). “The Six Sigma improvement approach: a transnational comparison”. International Journal of Production Research, 46 (23), 6739-6758.
16. Kim, Y. K., Song, K. E., Lee, W. K. (2009). “Reducing Patient Waiting Time for the Outpatient Phlebotomy Service Using Six Sigma”. Korean Journal of Laboratory Medicine, 29 (2), 171-177.
17. Kumar, S., Strandlund, E., Thomas, D. (2008). “Improved service system design using Six Sigma DMAIC for a major US consumer electronics and appliance retailer”. International Journal of Retail & Distribution Management, 36 (12), 970-994.
18. Kumar, M., Antony, J., Singh, R. K., Tiwari, M. K., Perry, D. (2006). “Implementing the lean sigma framework in an Indian SME: a case study”. Production Planning & Control, 17 (4), 407-423.
19. Kumar, M., Antony, J., Antony, F. J. (2007). “Winning customer loyalty in an automotive company through Six Sigma: a case study”. Quality and Reliability Engineering International, 23 (7), 849-866.
20. Kwak, Y. H., Anbari, F. T. (2006). “Benefits, obstacles, and future of Six Sigma approach”. Technovation, 26, 708-715.
21. Lee, K. L., Wei, C. C. (2010) “Reducing Mold Changing Time by Implementing Lean Six Sigma”. Quality and Reliability Engineering International, on line.
22. Linderman, K., Schroeder, R. G., Zaheer, S., Choo, A. S., (2003). “Six Sigma: a goal-theoretic perspective”. Journal of Operations Management, 21, 193-203.
23. Linderman, K., Schroeder, R. G., Choo, A. S. (2006). “Six Sigma: The role of goals in improvement teams”. Journal of Operations Management, 24, 779-790.
24. Lo, W. C., Tsai, K. M., Hsieh, C. Y. (2009). “Six Sigma approach to improve surface precision of optical lenses in the injection-molding process.” International Journal of Advanced Manufacturing Technology, 41 (9-10), 85-896.
25. Montgomery, D. C., Woodall, W. H. (2008). “An Overview of Six Sigma”. International Statistical Review, 76 (3), 329-346.
26. Nakhai, B., Neves, J. S. (2009). “The challenges of Six Sigma in improving service quality”. The International Journal of Quality & Reliability Management, 26 (7), 663-684.
27. Patton, F. (2005). “Does Six Sigma work in Service Industries?”. Quality Progress, 38 (9), 55-60.
28. Porter, L. (2001). “Six Sigma excellence”. Quality World, 1, 20-25.
29. Raisinghani, M. S., Ette, H., Pierce, R., Cannon, G., Daripaly, P. (2005). “Six Sigma: concepts, tools, and applications”. Industrial Management & Data Systems, 105 (4), 491-505.
30. Rajagopalan, R., Francis, M., Suarez, W. (2004). “Developing novel catalysts with Six Sigma”. Research Technology Management, 46 (1), 13-16.
31. Sheen, G. J., Tai, C. T. (2006). “A Study on Decision Factors and Third Party Selection Criterion of Logistics Outsourcing - An Exploratory Study of Direct selling Industry”. Journal of American Academy of Business, 9 (2), 331-338.
32. Snee, R. D., Hoerl, R. W. (2003). “Leading Six Sigma: A Step-by-step Guide Based on Experience with GE and Other Six Sigma Companies”. Financial Times Prentice Hall, Upper Saddle River, NJ.
33. Sokovic, M., Paveltic, D., Fakin, S. (2005). “Application of Six Sigma methodology for process design”. Journal of Materials Processing Technology, 162, 777-783.
34. Su, C. T., Chiang,T. L., Chang, C. M. (2006). “Improving service quality by capitalizing on an integrated Lean Six Sigma methodology”. International Journal of Six Sigma and Competitive Advantage, 2 (1), 1-22.
35. Tang, L. C., Goh, T. N., Lam, S. W., Zhang, C. W. (2007). “Fortification of Six Sigma: expanding the DMAIC toolset”. Quality and Reliability Engineering International, 23, 3-18.
36. Tong, J. P. C., Tsung, F., Yen, B. P. C. (2004). “A DMAIC approach to print circuit broad quality improvement”. International Journal of Advanced Manufacturing Technology, 23, 523-531.
37. Wei, C. C., Sheen, G. J., Tai, C. T., Lee, K. L. (2010). Using Six Sigma to improve replenishment process in a direct selling company. Supply Chain Management, 15 (1), 3-9.
38. Wyper, B., Harrison, A. (2000). “Deployment of Six Sigma methodology in human resource function: a case study”. Total Quality Management and Business Excellence, 11 (4), 720-727.
39. Yang, H. M., Choi, B. S., Park, H. J., Suh, M. S., Chae, B. (2007). “Supply chain management Six Sigma: a management innovation methodology at the Samsung Group”. Supply Chain Management: An International Journal, 12 (2), 88-95.
40. Zylstra, K. (2005). “Distribution made lean”. Industrial Engineer, 37 (1), 31-35.

指導教授

沈國基(Gwo-Ji Sheen)

審核日期

2010-7-29

推文