| 摘要: | 1984年，摩托羅拉發現在所有流程當中，平均每百萬個機會，會發生66,800次的失誤，當品質好壞的變異程度超過三個標準差時，就表示該流程需要進行改善，然而，摩托羅拉並未因為這樣的品質管理而提高他們的營運績效。因此，摩托羅拉進而創造出「六個標準差」這個詞彙，用來追求更高的品質標準，即每百萬個機會中，只容許3.4次失誤。而奇異公司的傑克．威爾斯則藉由六個標準差的推動，將奇異轉型為全球最有效益及最有價值的企業，奇異驚人的績效使六個標準差更是蔚為風潮。對企業而言，面對複雜而多變，時間緊迫的經營環境，導入六個標準差活動似乎是企業提高競爭力的最佳管理方法。 本研究是以正在積極推動六個標準差的個案公司的「庫存管理」改善專案為實證研究對象，探討其六個標準差活動的運作模式及過程，並以其在生產製程和庫存管理上的改善程度及在財務上的表現，來驗證六個標準差所能帶給企業的效益及其影響。 經由本研究的實證，一個企業必須創造有利於六個標準差系統紮根生長的環境及條件，其所推動的專案才能逹到企業所預期的成效，且此成效也才可以持續的擁有或改善。但若過度的強調「六個標準差」的效益或盲目地在企業內部推動「六個標準差」，則不但會事倍功半，還可能產生反效果。畢竟，不管是把「六個標準差」當作一種品質改善的工具或企業永續經營的管理方法，它都只是一套理論、架構及程序。有利的環境、開放的心態及在運用上的拿捏及技巧才是導入「六個標準差」成功或失敗的重要關鍵。In 1984, Motorola found that in their internal operating process, there were 66,800 defects in average. They reviewed and improved the related process when the defects were over 3 “Sigma”. However, this kind of quality management didn’t help much to improve their operational performance. In order to pursue the higher quality, Motorola promoted and implemented “6 Sigma” internally to advance their performance, which means only less than 3.4 defects are allowed among 1 million opportunities. Another successful story; the former CEO of GE, Jack Welch aggressively implemented “6 Sigma” within GE organization and he finally transformed GE into the most profitable and valuable corporation in the world. GE’s outstanding performance confirmed the benefit of the implementation of “6 Sigma” and it also proved “6 Sigma” was one of the best management mechanisms to advance company’s competitiveness in the extremely competitive market. This study was focusing on one of the “6 Sigma” activities proceeded at researched company; “Inventory Management Improvement”. It analyzed this project’s method and the process, and tried to verify the benefit and the affect to the company. According to the observation of this research, a company needs to create an environment which is good for “6 Sigma” to thrive. Only under some certain circumstance, could the effect and benefit of a project be generated as expected and continuous improved. However, if a company over-emphasizes the effect of the “6 Sigma” or implements “6 Sigma” without an appropriate planning and arrangement, the outcome might not be as favorable to the stakeholders as expected. In conclusion, whether you consider “6 Sigma” is a quality improvement tool or a best management mechanism, itself is merely a theory, a framework, a set of process. The key successful criteria are the favorable environment, open mindset and the determination to succeed constructed by the organization. |
