六標準差改善專案是由Motorola公司於1987年所發展出來的。它有效的運用統計方法與資料分析工具，在品質管理方面廣泛地被應用於每一個產業中，成為許多公司改善缺點提升製程良率之主要指導方針之一。而六標準差之所以如此的廣為運用，主要是其DMAIC執行手法，可使我們有系統地經由資料搜集及問題的評估與分析，進而發展出一套有效的解決方法，以達到公司經營管理的目標。 高額的存貨成本會對公司財務造成壓力及負擔，然而為提供顧客良好的服務品質，適量的存貨卻是必要的。因此，擁有高的顧客服務水準及低的庫存持有成本一直是每個管理者在經營管理上的重要目標。 本研究以國內某TFT-LCD公司應用六標準差DMAIC的方法來改善公司機台備用零件的存貨管理為例，研究其如何利用六標準差之界定、衡量、分析、改善與控制五大改進循環，解決機台備用零件面臨的高額存貨問題。 The Six Sigma improvement program was developed by Motorola in 1987. Due to its effective utilization of statistical methods and data analytical tools, the Six Sigma program has been widely applied to the aspect of quality management in every industry. It has become one of the main guiding protocols that many companies use to improve the weakness and enhance good production rate in the manufacturing process. The main reason that Six Sigma program has been so widely applied is because its DMAIC implementation method allows us to, through systematic information gathering and problem evaluation and analysis, further develop a set of effective resolution methods to achieve the company’s management goals. High amount of Inventory principal adds to a company’s financial stress and burden, but in order to provide good service quality to customers, an appropriate amount of Inventory is necessary. Therefore, having high quality of customer service and low Inventory Holding cost has always been every manager’s important goal in administration and management. The present study, by utilizing the example of a TFT-LCD company in Taiwan that employed the Six Sigma program’s DMAIC method to improve its company’s spare parts inventory management, investigated how this company made use of the five improvement circles of Define, Measure, Analyze, Improve, and Control that the Six Sigma program entailed to resolve the high inventory problem in its spare parts management.
