光收發模組以6σ作業模式改善關鍵品質因素之個案－以A公司為例

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題名:	光收發模組以6σ作業模式改善關鍵品質因素之個案－以A公司為例
作者:	陳懷霈;Huai-pei Chen
貢獻者:	管理學院高階主管企管碩士班
關鍵詞:	六標準差;DMAIC;光纖收發模組;Six-Sigma;DMAIC;Optical Transceiver
日期:	2011-06-07
上傳時間:	2012-01-05 15:12:39 (UTC+8)
摘要:	在傳統的產品開發與生產製造過程中，面對各類疑難雜症的問題時，大家總是習慣性的以過去的經驗或是片面的測試數據分析中去找尋問題的答案，缺乏系統性分析問題真因的觀念與求得正本清源之解決對策的能力，也就是停留在“頭痛醫頭、腳痛醫腳”的表面功夫。對於製造業而言，追求的二大終極目標無非就是：製程差異最小化（因）、利潤極大化（果）。要達成這二個目標的過程與手段有很多種，其中，近幾年來被國際知名的大企業積極引進並推廣的六標準差系統，就是一個典型的代表。　　六標準差的執行架構，除了將所有品質活動推行時的各項實用工具予以系統化的整合之外，最重要的精神就是“聆聽客戶的聲音，滿足客戶的需要”。因為，唯有讓客人得到他們想要的，訂單與機會才會源源不絕的湧入，為自己帶來更豐厚的利益。　　本論文所引述的個案，是一家有國際形象，並具台灣本土代表性的個案公司在執行六標準差專案時的實際運作狀況。並探討在發生製程問題時的分析與求解模式，能否藉由執行六標準差的活動，得到體質上的正面改善，降低盲目找尋解決對策所需要的資源（時間、人力、物料、機具．．．等等）？同時，藉由個案公司在執行六標準差活動，解決製程問題的過程實證，找出可具仿效的關鍵因素，做為其他類似企業從事製程問題解析與求解時的參考，以降低失敗的可能性。　　要想讓六標準差活動得以成功推行，有二大關鍵因素，缺一不可： ? 高階領導幹部的觀念轉變，以及願意投入人力、資源在六標準差專案的決心與毅力。 ? 團隊成員們都能同舟共濟，並具有正確的品質意識，以及足夠的數據分析能力。 During traditional product development and manufacturing processes, most people used to find out answers with past experiences or one-sided test data analysis when they have suffered from all kinds of incurable diseases. Under this circumstance, people have lacked for system analysis concepts and abilities of resolving problems, i.e. stopgap. For manufacturing craft, the ultimate goal are that minimize the process difference, and maximize profit. There are lots of ways to achieve the goal. Six-sigma is a typical example, and be one of practical tools used in lots of famous companies. Besides systematically integrating all quality utilities, the most important concept of six-sigma is "listening to our customers, to meet customer needs". Because the only guests get what they want, order and opportunities will be endless influx of more lucrative to bring their own interests. This case is a actual six-sigma operation process of a famous enterprise, and explore the issue in the event of process analysis and solution of models, whether through the implementation of Six Sigma activities, has been positive on the physical improvement measures reduce the blind to find solutions required resources, like time, manpower, materials, equipment .. . and so on? At the same time, by the case company in the implementation of Six Sigma, the process of solving the problem empirical process, identify the key factors with follow, as other similar enterprises engaged in problem analysis and solution process when the reference to reduce the probability of failure . To get Six Sigma activities to be successfully implemented, there were two key factors are indispensable: ? Changes in higher order concept of leading cadres, and willing to invest human resources in the Six Sigma project, determination and perseverance. ? Team members can help each other, and have the correct quality awareness, and adequate data analysis.
顯示於類別:	[高階主管企管（EMBA）碩士班] 博碩士論文

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