運用六標準差手法優化產能週轉率與良率之研究-以 D公司網通產品為例

NCUIR > School of Management at National Central University > Executive Master of Industrial Management > Electronic Thesis & Dissertation > Item 987654321/89079

Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/89079

Title:	運用六標準差手法優化產能週轉率與良率之研究-以 D公司網通產品為例
Authors:	陳若鈴;Chen, Jo-Ling
Contributors:	工業管理研究所在職專班
Keywords:	六標準差;流程管理;全面品質管理;Six Sigma;DMAIC;Process management;TQM
Date:	2022-07-18
Issue Date:	2022-10-04 10:50:55 (UTC+8)
Publisher:	國立中央大學
Abstract:	「六個標準差（Six Sigma，又稱6σ）是一種從上而下（Top-Down）的管理方式」（蘇朝墩, 2009），透過高階管理者帶領而了解顧客的需求，也因了解顧客需求，所以能轉化為內部改善的步驟進行改善，除了降低成本，同時也能夠提升產能來滿足客戶需求，亦為企業帶來往後的潛在效益。本研究以D公司為例，藉由六標準差著名的DMAIC五大策略之手法，進行優化產能週轉率與良率之研究，以達到長期品質管理的目的。其五大策略分別是定義、量測、分析、改善以及控制階段，在定義階段，透過聆聽顧客聲音，了解顧客需求，找出關鍵品質特性，並將其量化為改善的目標，透過SIPOC流程圖，將本研究專案的上下游關係做一對一說明。在量測階段，定義量測計畫，確認其量測計畫的有效性以及一致性，並且同步確認現有的製程能力水準，將其定義為績效目標。在分析階段，透過要因分析圖分析變異來源，確認主要造成燒機功能後測試失效的原因，接著透過柏拉圖和5WHY分析法從失效原因中篩選主要原因進行改善。在改善階段，透過小批量的試做確認其改善對策具有效性。最後在控制階段，將上一步驟的改善方法進行標準化，以達到維持改善成效之目的。根據本研究之改善成效，透過DMAIC五大步驟使得D公司產能增加暨維持良率外，同時節省了設備成本、人工成本以及提高設備週轉率等益處，甚至提高客戶對於D公司的滿意度。最後，針對本研究之結果做一結論，透過六標準差不僅能夠降低成本，亦能提升產能，並且其手法及工具可以垂直延伸到下一階段的研究以及水平展開到其他量產系列機種與事業群，達到全面品質管理（Total Quality Management，簡稱TQM）之效果。 ;Six Sigma (called 6σ) is a management of top to bottom (Su, 2009), we can understand customer request through high manager. We transfer to internal improvement because we understand customer request. It can reduce cost. At the same time, it also can increase production capacity and potential efficiency for company. We take D company as an example. This study will optimize product’s turnover and yield rate to achieve long-term quality management by DMAIC of Six Sigma. Five steps are Define, Measure, Analyze, Improve and Control. At define step, we listen customer voice. It can find out customer request and critical to quality (CTQ), we use them as improvement target. This study will illustrate industrial chain of upstream and downstream during SIPOC procedure. At measure step, define a measurement plan and confirm its efficient and consistency. At the same time, it also can confirm production capacity and take them as performance target. At analyze step, we have to find out root cause of testing fail after burn-in through cause and effect diagram. Pareto chart and five whys filter main issue to improve. At improve step, corrective action is effective through pilot run. At control step, we take corrective action of last step to standardize. Target is keeping corrective action. This study improves D company to increase production capacity, machine’s turnover and yield rate. It also can reduce cost of machine and man. Potential efficiency is customer satisfaction. Finally, this study summarize Six Sigma can reduce cost and also can increase production capacity. Six Sigma’s method and tooling can vertically extend next step and execute horizontal development on other models. We also achieve target of Total Quality Management (TQM).
Appears in Collections:	[Executive Master of Industrial Management] Electronic Thesis & Dissertation

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