6σ方法的选择与分析

6σ改进主要应用于现有的过程或产品, 而6σ设计主要应用于设计或重新设计过程或产品;何时优先采用6σ设计方法一直是一个备受争议的问题.为解决这一问题,比较了6σ改进和6σ设计方法的差异;进而从系统论的观点,分析了选择6σ方法时需要考虑的要素并建立了相应的指标体系;在此基础上,引入了多目标决策的层次分析方法,并对一个6σ项目进行了分析.结果表明,选择6σ方法受到许多因素的影响,从而替代了6σ文献中"只有达到4.8σ,才能实施6σ设计"的准则.结论是任何实施6σ管理的组织可以根据技术、顾客需求、成本、复杂性、风险等因素,选择适应于自身发展的6σ方法.     

精益生产与六西格玛管理的对比与整合

介绍了精益生产和六西格玛管理的本质和特点,从文化、战略、运作模式、过程改进方式、员工培训、关注对象等多方面对两种管理模式进行了对比,分析了它们的相同点和不同点,指出了它们的优缺点,揭示了两种模式整合的必要性和可行性,提出精益生产与六西格玛管理整合时在组织结构、工具运用和实施流程等方面的要点,提出DMAICⅡ的实施流程,列出了不同阶段需要运用的主要工具,为实践提供了理论上的指导和可行的方案.     

上海电信话费异议的精确化管理——基于精益六西格玛的方法

分析了精益生产和六西格玛管理的精髓,结合两者思路,指出精益六西格玛是实现精确化管理的有效工具,并提出了基于精益六西格玛的精确化管理的技术路线,包括界定问题、细化问题、确定原因、制定措施、监控结果等五阶段.以上海电信降低话费异议率为例,验证所提出观点和方法的有效性.     

六西格玛在广州市规划局IT运维服务质量管理中的应用

论文总结了目前广州市规划局IT运维服务工作中存在的一些问题,介绍了使用六西格玛管理方法测量IT运维服务流程、发现服务流程缺陷、改善服务质量,指出六西格玛管理方法与IT服务管理密切结合是提高用户满意度的有效方法。     

基于六西格玛项目选择原理的BPR核心流程确定方法

在分析企业核心竞争力与业务流程再造关系的基础上,提出了基于核心竞争力的业务流程再造模式.在这个模式中运用六西格玛项目选择原理,建立了核心竞争力的分散要素与业务流程环节之间的相关矩阵,对影响核心竞争力的业务流程环节进行综合评价,并进行优先排序,然后企业根据实际条件选择出要再造的核心流程.以实际企业为案例验证了此方法.     

精益六西格玛理论研究与应用综述

精益六西格玛(Lean Six Sigma, LSS)作为持续改进与创新的有力工具,在业界(制造业、建筑业、服务业甚至非盈利性组织)得到广泛的应用,但学术界和产业界对LSS的认识和理解仍存在一些差异。为了构建对LSS更为全面的认识,基于Web of Science 数据库中题目含有“六西格玛”或“精益六西格玛”的2701篇文献分析,简要回顾LSS的起源,系统梳理LSS在理论研究和产业界应用的现状,给出6个主要的研究内容。结合LSS在中国的应用实践,并从战略、系统和集成3个角度展望LSS的未来发展趋势,期望对精益六西格玛的学术研究和产业应用提供指导和参考。     

Statistical Control of a Six Sigma Process

Six Sigma as a methodology for quality improvement is often presented and deployed in terms of the dpmo metric, i.e., defects per million opportunities. As the sigma level of a process improves beyond three, practical interpretation problems could arise when conventional Shewhart control charts are applied during the Control phase of the define-measure-analyze-improve-control framework. In this article, some alternative techniques are described for the monitoring and control of a process that has been successfully improved; the techniques are particularly useful to Six Sigma Black Belts in dealing with high-quality processes. The approach used would thus ensure a smooth transition from a low-sigma process management to maintenance of a high-sigma performance in the closing phase of a Six Sigma project.     

对6Sigma范式的改进

6Sigma作为质量改进的一种体系,自从10多年前被提出以来,在工业界得到了越来越多的关注和认同。目前,制造和服务这两种类型运作的质量水平,都可以用“Sigma水平”来进行标定;也有不少公司开始纷纷以“6Sigma组织”的称号自我标榜。本文通过考察6Sigma的基础及其长期潜能,以一种现实的观点对6Sigma体系进行了评述;并阐明了在21世纪动荡的工商业环境中,一个有远见的组织,其目标应该超越6Sigma的基准。文中提出,为了强化常规的6Sigma方法,必须按照更高的要求,实现一种“8S”范式,以保证持续的卓越质量水平。     

The construction and application of Six Sigma quality indices

Process quality is the primary factor in facilitating product sales. In accordance with the concept of Six Sigma, numerous studies have employed process capability indices for the determination of process quality levels. Unfortunately, existing indices present only a range of quality levels rather than a specific quality level value. This paper aims to propose Six Sigma quality indices for the assessment of quality levels associated with unilateral as well as bilateral specifications. To ensure the reliability in process assessment, we employ the lower confidence limit of the indices to serve as a standard and develop a process quality analysis chart for the simultaneous evaluation of larger-the-better, smaller-the-better and nominal-the-best quality characteristics with the aim of identifying the causes of sub-standard quality. The resulting chart also provides a valuable reference by which to guide efforts aimed at improvement. Finally, we present three cases and numerical experiments to demonstrate the practical applicability of the proposed method.     

精益六西格玛改进服务流程的实证分析

精益六西格玛通过收集客户之声、界定、测量、分析、改进和控制进行服务流程改进,深层挖掘银行业务的潜力,减少浪费。以A银行在营业网点的汇款业务为例,通过数据的采集以及分析,运用科学的改进工具,使得汇款业务流程进一步优化,业务操作时间减少,提高了银行顾客满意度,减小业务员的工作强度。     

DMAIC流程在AC-pin铆接质量改进中的应用

通过对C企业AC-pin铆接过程系统实施六西格玛DMAIC流程来提高AC-pin铆接质量。首先,对问题进行定义,明确项目的改进范围和改进目标。接着,分析AC-pin铆接过程的主要缺陷类型,并对相关测量系统进行评价与改进。在此基础上,进一步分析导致AC-pin铆接缺陷的根本原因,并确定相应的改进方案,使AC-pin铆接缺陷由先前的7000ppm降到500ppm以下,同时产量得到显著提高。最后,对关键质量特性建立相应的控制方案和纠偏措施,以使改进成果得以保持。DMAIC流程在AC-pin铆接质量改进中的成功应用有助于促进六西格玛管理在我国企业的有效实施,提升企业的质量管理水平。     

Reduction of Yarn Packing Defects Using Six Sigma Methods: A Case Study

This article originated when an Indian textile company identified packing rejection of yarn cones as its major quality problem and decided to use Six Sigma methods to correct the problem. At the end of its manufacturing process, yarn is wound into conical-shaped packages called cones, and it is shipped to customers in this format. Customers were rejecting cones due to unacceptable weight variation. Pareto charts revealed the major “counts” (a measure of yarn fineness) that were experiencing this problem. Technological deliberations led to identifying variation in yarn length, yarn count, empty yarn container weight, and moisture content of yarn as the critical parameters for this rejection. Statistical hypothesis testing established that the observed weight was significantly more than the set weight of yarn at the assembly winding stage. In addition, a significant difference in gross yarn weight between left and right sides of a machine was found at this stage. This occured despite the attachment of electronic length measuring devices (LMDs) on all assembly winding machines. The gage capability analysis of LMDs, performed on the yarn length at two assembly winding machines, revealed inadequate capability. In addition, for the polyester yarn of count 4/12^'s, a relation was found between gross yarn weight and length of yarn through regression analysis. This relationship was used to arrive at the optimum parameter level.     

Six Sigma企业与品质管理系统在制膜工业上的应用

六西格玛作为一种有效的企业和品质管理系统,已被许多美国大公司采用．将六西格玛用于制膜工业,可以使膜产品具有更强的市场竞争力．文章通过一些实例,介绍了六西格玛在科研和制膜方面的应用．     

The Role of Statistical Design of Experiments in Six Sigma: Perspectives of a Practitioner

Six Sigma has now been well recognized as an effective means of attaining excellence in the quality of products and services. It entails the use of statistical thinking as well as management and operational tools to bring about fundamental improvements. This article explains, in a nonmathematical language, the rationale and mechanics of design of experiments as seen in its deployment in Six Sigma. It also outlines the way in which the design of experiments has been utilized in the past for quality improvement, culminating in its important role in Six Sigma. An appreciation of the changing scope of experimental design applications over the years and in the future would provide useful perspectives on the significance of Six Sigma in an organization's quest for quality excellence.     

Empirical examination of critical failure factors of continuous improvement deployments: stage-wise results and a contingency theory perspective

Organisations implement various Continuous Improvement (CI) practices such as Total Quality Management, Lean, Six Sigma and Lean Six Sigma (LSS) for improving their processes. Drawing from the success and failure stories of these structured CI practices, scholars enumerated Critical Success Factors and Critical Failure Factors (CFFs). This study empirically examines the occurrence of various CFFs across different stages of CI deployment. Further, from a contingency theoretic perspective, this study investigates their associations with contextual variables by collecting survey data from 213 business units from the USA, the UK, China, and India. Principal Component Analysis is used to group CFFs across five CI deployment stages leading to an empirically refined framework for CI. Crosstab analysis using the chi-square likelihood ratio presented associations of CFFs with contextual variables. Findings reveal significant differences in the occurrence of CFFs across countries. There is evidence that LSS is less prone to failures when compared with TQM, Lean and Six Sigma. The occurrence of CFFs has been relatively lower in smaller and medium-sized enterprises operating in the service sector. Findings also reveal that lessons learned from each CI deployment cycle, contribute to organisational learning, and thence, leading to success at the strategic CI level of maturity.     

Translation of the baldrige award criteria to a context more accessible to small companies

Experience has shown that many small companies find it too costly or impractical to use the criteria of the Malcolm Baldrige National Quality Award as a tool to improve their quality culture. A statelevel award has found a way to make the criteria more accessible to small companies without diluting the essence of the criteria. The Connecticut Quality Improvement Award has translated the specifics of the Baldrige criteria to a set of 37 questions to which applicants, or those wishing to use the criteria for self-assessment, can respond with considerably reduced effort.     

从宇航企业的实践看我国中小企业质量管理体系的持续改进

持续改进是企业运营的永恒主题,是增强企业能力、满足市场要求的循环活动。本文分析了我国目前中小企业质量管理体系持续改进中存在的问题,并结合宇航企业质量管理体系持续改进的实践,提出了一些持续改进的途径和方法。