六西格玛管理研究
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摘要
六西格玛(Six Sigma)管理已逐渐被广大企业界认同为是依靠质量取得效益的有效途径,从美国到欧洲、到亚洲欣起了一股六西格玛热潮,并逐渐把六西格玛的视点从制造业拓展到服务业,成为组织在战略改进、业务变革和解决问题的最佳实践。
自1987年摩托多拉开始实施六西格玛改进活动至今,伴随着六西格玛管理实践取得丰硕成果,六西格玛管理的理论也不断完善。
随着经济的发展,六西格玛在国内也越来越受到关注。虽然大量的六西格玛管理书籍涌入中国,但是真正成功的实践经验还是少之又少。因为到目前为止,大多还都是大型的,有实力的企业引入六西格玛管理,这些企业在引入六西格玛管理体系时都会有相对雄厚的资金、完善的培训、六西格玛管理项目人才等的支持,但为什么有的并没有取得预期的成功?国内更多的企业引入六西格玛管理又该注意些什么?作者曾经在发动机制造商K公司实习,并有幸参与了六西格玛项目,本文将向读者展示一个六西格玛项目在企业是如何实施的,实施过程中会遇到什么问题,采取了什么解决办法,又有哪些不足。
衷心希望本文能对六西格玛管理在中国的发展做出贡献。
Six Sigma management has been increasingly recognized as an effective way to achieve economic results depending on the quality by the majority of the business community.
From the United States to Europe, to Asia, there is a stirring of interest in Six Sigma and the focus has gradually been expanding from manufacturing to services. The Six Sigma management has become one of the best practices in the strategic improvement, operational changes and problem solving.
Since Motorola took out the Six Sigma improvement activities in the beginning of 1987, with Six Sigma management practices achieving fruitful results, the Six Sigma management theory has been improved continuously.With economic development, Six Sigma has been getting more and more attention in China. Although many Six Sigma management books entered into Chinese, but the successful practical experience is really very little. Because so far, most of the enterprises introduced Six Sigma management are large enterprises with strength. When Six Sigma was introduced into these companies, they always had a relatively strong support from financial strength, advanced Training Course and Six Sigma management personnel, but why have not achieved the desired success? What should we pay attention to when domestic enterprises introduce Six Sigma management? The author of this article once worked as an intern in one Company, the world famous engine manufacturer and was honored to take part in some Six Sigma projects. In this paper, the author is trying to show how a Six Sigma project was carried out, What problems was encountered during the process, What measures were taken to solve them? What shortage and so on.
Sincerely hope the paper could make a little contribution to the development of Six Sigma management in China.
自1987年摩托多拉开始实施六西格玛改进活动至今,伴随着六西格玛管理实践取得丰硕成果,六西格玛管理的理论也不断完善。
随着经济的发展,六西格玛在国内也越来越受到关注。虽然大量的六西格玛管理书籍涌入中国,但是真正成功的实践经验还是少之又少。因为到目前为止,大多还都是大型的,有实力的企业引入六西格玛管理,这些企业在引入六西格玛管理体系时都会有相对雄厚的资金、完善的培训、六西格玛管理项目人才等的支持,但为什么有的并没有取得预期的成功?国内更多的企业引入六西格玛管理又该注意些什么?作者曾经在发动机制造商K公司实习,并有幸参与了六西格玛项目,本文将向读者展示一个六西格玛项目在企业是如何实施的,实施过程中会遇到什么问题,采取了什么解决办法,又有哪些不足。
衷心希望本文能对六西格玛管理在中国的发展做出贡献。
Six Sigma management has been increasingly recognized as an effective way to achieve economic results depending on the quality by the majority of the business community.
From the United States to Europe, to Asia, there is a stirring of interest in Six Sigma and the focus has gradually been expanding from manufacturing to services. The Six Sigma management has become one of the best practices in the strategic improvement, operational changes and problem solving.
Since Motorola took out the Six Sigma improvement activities in the beginning of 1987, with Six Sigma management practices achieving fruitful results, the Six Sigma management theory has been improved continuously.With economic development, Six Sigma has been getting more and more attention in China. Although many Six Sigma management books entered into Chinese, but the successful practical experience is really very little. Because so far, most of the enterprises introduced Six Sigma management are large enterprises with strength. When Six Sigma was introduced into these companies, they always had a relatively strong support from financial strength, advanced Training Course and Six Sigma management personnel, but why have not achieved the desired success? What should we pay attention to when domestic enterprises introduce Six Sigma management? The author of this article once worked as an intern in one Company, the world famous engine manufacturer and was honored to take part in some Six Sigma projects. In this paper, the author is trying to show how a Six Sigma project was carried out, What problems was encountered during the process, What measures were taken to solve them? What shortage and so on.
Sincerely hope the paper could make a little contribution to the development of Six Sigma management in China.
引文
[2]马林.《六西格玛管理》.中国人民大学出版社,2004,13-14
[3]http://www.china.businessobjects.com
[4]http://www.china.businessobjects.com
[5]http://www.china.businessobjects.com
[6]Peter S.Pande,Robert P.Neuman.Roland R.Cavanagh.《六西格玛管理法》.马钦海,陈桂云译.机械工业出版社,2008,第1版
[1]朴永宅,孙静,郑泽震.《CEO的六西格玛 变革的成功之路》.清华大学出版社,2007,第1版
[2]托马斯·麦卡蒂,洛兰·丹尼尔,迈克尔·布雷默,普雷维恩·格普塔.《六西格玛黑带手册》.电子工业出版社,2007,第1版
[3]Stephen A.Zinkgraf著,茹海燕,周燕译.《实施六西格玛的第一个90天》.机械工业出版社,2008,第1版
[4]苏比尔·乔杜里著,郭仁松,朱健译.《六西格玛的力量》.电子工业出版社,2005,第1版
[5]Peter S.Pande,Robert P.Neuman,Roland R.Cavanah.《六西格玛管理法》.马钦海,陈桂云译.机械工业出版社,2008,第1版
[6]托马斯 伯特尔斯著,张彦玲,胡楠,毛国良.《六西格玛领导手册》.电子工业出版社,2004.10
[7]马林.《六西格玛管理》.中国人民大学出版社,2004.7
[8]马逢时,刘传冰.《六西格玛管理统计指南》.中国人民大学出版社,2007,第1版
[9](美)阿南·沙玛,帕特理夏E.穆迪著,李娟,刘旭译.《完美动力 精益与西格玛的无缝整合》.机械工业出版社,2005,第1版
[10]彼得·潘德(Peter S.Pande)等,王金德等译.六西格玛团队实战手册[M].中国财经经济出版社,2003
[11]潘德·P(Peter Pand,).荷普·L(Larry Holpp)著,王金德,张东莉译.六西格玛是什么[M].中国财政经济出版社,2002
[12]苏比尔·乔杜里(Subir Chowdhury),方海萍,魏青江译.六西格玛设计[M].机械工业出版社,2003
[13]福里斯特·W·布雷弗格三世,詹姆斯·M·卡佩罗,贝基·梅多斯,陈运涛译.六西格玛实施指南:战略视角与管理方法[M].中国人民大学出版社,2003
[14]文放怀.服务业六西格玛实战[M].广东经济出版社,2004
[15]陈家鼎.样本空间中的序与参数的置信限[J].数学进展,1993,(06)
[16]韩明.无失效数据可靠性进展[J].数学进展,2002,(01)
[17]商广娟,杨跃进.六西格玛管理项目案例[J].中国质量,2001,(09)
[18]张颖.杰克·韦尔奇与六西格玛[J].中国质量,2001,(09)
[19]蔡剑华.六西格玛:企业卓越管理的目标[J].中国质量,2001,(09)
[20]魏世振,韩玉启.C_(pm)与质量损失[J].中国质量,2001,(04)
[21]张公绪,孙静.六西格玛工程简介[J].中国质量,2001,(10)
[22]杨振海,安保社.基于成败型不完全数据的参数估计[J].应用概率统计,1994,(02)
[23]赵光伟,韩俊仙.六西格玛管理名词释义[J].中国质量,2001,(09)
[24]陈家鼎,孙万龙,李补喜.关于无失效数据情形下的置信限[J].应用数学学报,1995,(01)
[25]赵慧秀.带有线性约束的指数族非线性模型的基于曲率的统计分析[D].南京理工大学,2003
[26]李焱华.带有右截尾数据的有重复因子试验的数据分析[D].山西大学,2004
[27]张子选.单个正态总体的两参数同时局部检验[D].东北师范大学,2004
[28]周丙常.质量控制图与过程能力指数有关问题研究[D].西北工业大学,2005
[29]孙芳.含有不完全数据的医学诊断的敏感度与特异度分析[D].东北师范大学,2005
[30]吕楠.基于六西格玛的质量成本管理及其应用研究[D].吉林大学,2007
[31]王鹏.定性资料与列联表的统计分析[D].陕西师范大学,2001
[32]刘学伟.基于Pareto/NBD+朴素贝叶斯组合模型的电子商务客户流失预测研究[D].四川大学,2006
[33]姚海龙.提高F汽车集团产品研发质量研究[D].吉林大学,2005
[34]杨昭晖.铁路运输企业质量管理体系研究及贯标实证分析[D].中南大学,2002
[35]龙斌.六西格玛管理在制造过程中的应用与研究[D].四川大学,2005
[36]张远.六西格玛管理在物流企业中应用的研究[D].吉林大学,2006
[37]苏秀瑾.食品冷链的物流规划研究[D].对外经济贸易大学,2005
[38]澹台海青.六西格玛(6σ)与服务质量的改进与管理[D].对外经济贸易大学,2002
[39]顾继光.基于六西格玛管理法的业务流程重组理论与实证研究[D].河海大学,2006
[40]蔡建超.六西格玛下的流程管理和质量成本研究[D].武汉理工大学,2004
[41]禹艳阳.六西格玛在客户关系管理中的应用[D].武汉大学,2005
[42]周军.冷链物流行业投资机会研究[D].同济大学,2007
[43]郑镜雄.六西格玛方法在降低产品成本中的应用研究[D].天津大学,2004
[44]胡志萍.六西格玛管理的经济效益模型研究[D].暨南大学,2005
[3]http://www.china.businessobjects.com
[4]http://www.china.businessobjects.com
[5]http://www.china.businessobjects.com
[6]Peter S.Pande,Robert P.Neuman.Roland R.Cavanagh.《六西格玛管理法》.马钦海,陈桂云译.机械工业出版社,2008,第1版
[1]朴永宅,孙静,郑泽震.《CEO的六西格玛 变革的成功之路》.清华大学出版社,2007,第1版
[2]托马斯·麦卡蒂,洛兰·丹尼尔,迈克尔·布雷默,普雷维恩·格普塔.《六西格玛黑带手册》.电子工业出版社,2007,第1版
[3]Stephen A.Zinkgraf著,茹海燕,周燕译.《实施六西格玛的第一个90天》.机械工业出版社,2008,第1版
[4]苏比尔·乔杜里著,郭仁松,朱健译.《六西格玛的力量》.电子工业出版社,2005,第1版
[5]Peter S.Pande,Robert P.Neuman,Roland R.Cavanah.《六西格玛管理法》.马钦海,陈桂云译.机械工业出版社,2008,第1版
[6]托马斯 伯特尔斯著,张彦玲,胡楠,毛国良.《六西格玛领导手册》.电子工业出版社,2004.10
[7]马林.《六西格玛管理》.中国人民大学出版社,2004.7
[8]马逢时,刘传冰.《六西格玛管理统计指南》.中国人民大学出版社,2007,第1版
[9](美)阿南·沙玛,帕特理夏E.穆迪著,李娟,刘旭译.《完美动力 精益与西格玛的无缝整合》.机械工业出版社,2005,第1版
[10]彼得·潘德(Peter S.Pande)等,王金德等译.六西格玛团队实战手册[M].中国财经经济出版社,2003
[11]潘德·P(Peter Pand,).荷普·L(Larry Holpp)著,王金德,张东莉译.六西格玛是什么[M].中国财政经济出版社,2002
[12]苏比尔·乔杜里(Subir Chowdhury),方海萍,魏青江译.六西格玛设计[M].机械工业出版社,2003
[13]福里斯特·W·布雷弗格三世,詹姆斯·M·卡佩罗,贝基·梅多斯,陈运涛译.六西格玛实施指南:战略视角与管理方法[M].中国人民大学出版社,2003
[14]文放怀.服务业六西格玛实战[M].广东经济出版社,2004
[15]陈家鼎.样本空间中的序与参数的置信限[J].数学进展,1993,(06)
[16]韩明.无失效数据可靠性进展[J].数学进展,2002,(01)
[17]商广娟,杨跃进.六西格玛管理项目案例[J].中国质量,2001,(09)
[18]张颖.杰克·韦尔奇与六西格玛[J].中国质量,2001,(09)
[19]蔡剑华.六西格玛:企业卓越管理的目标[J].中国质量,2001,(09)
[20]魏世振,韩玉启.C_(pm)与质量损失[J].中国质量,2001,(04)
[21]张公绪,孙静.六西格玛工程简介[J].中国质量,2001,(10)
[22]杨振海,安保社.基于成败型不完全数据的参数估计[J].应用概率统计,1994,(02)
[23]赵光伟,韩俊仙.六西格玛管理名词释义[J].中国质量,2001,(09)
[24]陈家鼎,孙万龙,李补喜.关于无失效数据情形下的置信限[J].应用数学学报,1995,(01)
[25]赵慧秀.带有线性约束的指数族非线性模型的基于曲率的统计分析[D].南京理工大学,2003
[26]李焱华.带有右截尾数据的有重复因子试验的数据分析[D].山西大学,2004
[27]张子选.单个正态总体的两参数同时局部检验[D].东北师范大学,2004
[28]周丙常.质量控制图与过程能力指数有关问题研究[D].西北工业大学,2005
[29]孙芳.含有不完全数据的医学诊断的敏感度与特异度分析[D].东北师范大学,2005
[30]吕楠.基于六西格玛的质量成本管理及其应用研究[D].吉林大学,2007
[31]王鹏.定性资料与列联表的统计分析[D].陕西师范大学,2001
[32]刘学伟.基于Pareto/NBD+朴素贝叶斯组合模型的电子商务客户流失预测研究[D].四川大学,2006
[33]姚海龙.提高F汽车集团产品研发质量研究[D].吉林大学,2005
[34]杨昭晖.铁路运输企业质量管理体系研究及贯标实证分析[D].中南大学,2002
[35]龙斌.六西格玛管理在制造过程中的应用与研究[D].四川大学,2005
[36]张远.六西格玛管理在物流企业中应用的研究[D].吉林大学,2006
[37]苏秀瑾.食品冷链的物流规划研究[D].对外经济贸易大学,2005
[38]澹台海青.六西格玛(6σ)与服务质量的改进与管理[D].对外经济贸易大学,2002
[39]顾继光.基于六西格玛管理法的业务流程重组理论与实证研究[D].河海大学,2006
[40]蔡建超.六西格玛下的流程管理和质量成本研究[D].武汉理工大学,2004
[41]禹艳阳.六西格玛在客户关系管理中的应用[D].武汉大学,2005
[42]周军.冷链物流行业投资机会研究[D].同济大学,2007
[43]郑镜雄.六西格玛方法在降低产品成本中的应用研究[D].天津大学,2004
[44]胡志萍.六西格玛管理的经济效益模型研究[D].暨南大学,2005