X 子公司属于 Q 制药企业下属子公司,财务独立核算,属于典型的中
小型企业,2015 年开始其利润持续下滑甚至到亏损的局面,为了扭亏为
盈,X 子公司导入实施的 6sigma 管理法。在导入实施过程中,结合 X 子
公司的实际状况,摸索出了一套低成本、且适用于资金短缺的一般中小型
企业的 6sigma 管理法
本文从 6sigma 管理理论和相关理论方法为切入点,简要介绍了
6sigma 管理理论的内容,较为详细的介绍了 6sigma 管理实施步骤及相关
衡量指标。结合 X 子公司的实际情况,从前期选题开始,介绍了 X 子公II
司在实施 DMAIC(界定、测量、设计、改进、实施及控制)等阶段的实
施情况,再评估了改善的成果及制定持续改善的建议,最后在此基础上得
出一般性的结论:一是 6sigma 管理法究竟适合在中小型企业导入、实施;
二是中小型企业要导入、实施 6sigma 管理法可以通过必要的灵活的方法
处理来克服过程中困难。本文研究过程采用了理论研究和例证研究相结合
的方法,通过对实践案例的导入研究得出相关结论。其研究结果及导入
6sigma 管理的过程对其他同类中小型企业引入 6sigma 管理具有一定的
指导作用和借鉴意义
关键词:6Sigma 管理;中小企业管理;改善III
Research on the Application of 6Sigma Management in
Production Management of Q Medical Enterprise
Abstract
:In recent years, due to its scientific method, the rigorous reasoning
process and advantages of the excellent returns on capital, almost the global
top 500 enterprises have implemented Six Sigma Management to enterprise’s
strategic management. The Six Sigma Management has been introduced by
some large and medium-sized domestic enterprises. To implement Six Sigma
Management must meet some conditions. The enterprise must have
implemented the comprehensive quality management. The enterprise must be
strong enough in financial strength and has high-quality management talents
aggregation. Thus, a huge number of Small and Medium-sized enterprises will
be kept far away from implementing Six Sigma Management.
X Subsidiary belongs to Q Medical Enterprise, independent accounting in
finance, and it is a typical Small and Medium enterprise. In 2015, its profit
kept declining steadily, and then to losses. To turn losses to profit, X subsidiary
introduced Six Sigma Management. In the implementation process, X
subsidiary has explored the method of Six Sigma Management according to its
actual situation. This method meets the low cost requirement and is suitable
for the Small and Medium enterprises which lack funds.
Taking the Six Sigma Management theory and related theory as the entryIV
point, the author briefly introduces the content of Six Sigma Management
theory and introduces the implementation steps and related measures of it in
detail. In terms of its actual situation of X subsidiary, the author introduces the
implementation progress of each phase of DMAIC (Defining, Measuring,
Designing, Improvement, Implementation and Controlling), even from the
subject selecting phase of this thesis.
And then the author evaluated the improved results, worked out
suggestions for continuous improvement and finally got general conclusions:
One, the Six Sigma Management method is suitable for introduction and
implementation in Small and Medium enterprises; Second, to introduce and
implement Six Sigma management, the Small and Medium-sized enterprises
can overcome difficulties in the process by the flexible methods in necessity.
The whole research process adopts the method of combining theoretical
research and case study in this thesis. Through importing the practical case and
studying, the relevant conclusion is made. The research result and the process
of introducing Six Sigma Management have certain guidance and reference
significance to the other similar Small and Medium-sized enterprise in
introduction of Six Sigma Management.
Key Words: 6Sigma Management; Enterprise Production Management;
ImproveI
目 录
1 绪论.......1
1.1 研究背景和意义.1
1.1.1 本文研究背景.....1
1.1.2 本文研究目的和意义.....3
1.2 文献综述5
1.2.1 6sigma 管理法综述..........5
1.2.2 国内企业推行 6sigma 面临的主要困难 ..........10
1.3 本文研究内容及方法..12
1.3.1 本文研究内容...12
1.3.2 研究方法...........13
2 相关理论基础.15
2.1 6sigma 管理方法...........15
2.2 6sigma 管理相关理论...15
2.2.1 关于 sigma(标准差) .15
2.2.2 Gage R&R 介绍...17
2.2.3 柏拉图...17
2.2.4 头脑风暴...........18
2.2.5 失效分析 FMEA 19
2.2.6 相关性分析.......20
2.2.7 “鱼骨”因果图...........20
3 6sigma 管理在企业生产管理的导入研究......23
3.1 6sigma 管理在企业管理中的应用概述...........23
3.2 6sigma 管理法中定义阶段重点内容...24
3.3 6sigma 管理法中测量阶段研究重点 ...........30
3.4 6sigma 管理法中分析阶段重点内容 ...........32II
3.5 6sigma 管理法中改善阶段重点内容...33
3.6 6sigma 管理法中控制阶段重点内容 ...........34
4 6sigma 管理法在 Q 制药企业生产管理中的导入研究.........37
4.1 Q 制药企业简介 ...........37
4.2 Q 制药企业问题定义 ...38
4.2.1 Q 制药企业导入 6sigma 管理法的背景...........38
4.2.2 项目范围41
4.2.3 项目选择42
4.2.4 项目团队建立....43
4.2.5 项目现状与目标设定....46
4.2.6 制定项目日常计划........47
4.2.7 制定项目授权书