改革开放三十年多年来，中国的民营企业得到了巨大的发展，为中国成为制造大 国做出了突出的贡献。然而在高速发展的过程中，民营企业薄弱的质量管理建设潜藏 了巨大的风险。同时，中国市场的消费升级越来越需要高质量的产品和服务。内忧外 患要求中国的民营企业要顺应时势，建设先进的质量管理系统，推动中国从制造大国 成为制造强国。 目前，世界上先进的制造企业大多数都在推行精益生产和六西格玛管理来提升企 业的质量管理水平和效率。精益生产关注在企业的价值识别和价值传递，减少浪费， 简化流程，从而打造一个积极主动提升自我的企业文化和高效的运营系统，其理念和 管理工具已为众多 500 强企业所广泛接受和使用。六西格玛管理关注在结合企业发展 战略和业务流程的基础上识别关键问题点，通过系统的分析和研究方法，对问题点进 行挖掘，找出问题的根本原因，进行相应的对策应对，通过数理方法进行跟踪，确认 对策的有效性和持续性，从而打造一套科学的系统的问题解决方法。当前，随着质量 管理实践的进一步深入，许多先行的优秀企业都在争取把精益生产和六西格玛管理结 合起来在企业内进行推广，这样即建立积极主动改善管理的企业质量管理文化，又实 施科学系统的持续改进的方法体系。此外甚至有些具有影响力的企业还将精益六西格 玛的管理知识与方法传播给整个供应链，打造一个上下游联动的精益管理体系和共同 的质量管理理念和平台。精益六西格玛的质量管理方法正引领着质量管理的发展方 向，创造出越来越多的优秀管理实践和运营结果。 本论文以 T 公司一家典型的民营制造业为例，通过运用先进的精益六西格玛理念 和文化，分析其质量管理里存在的问题，提出优化方案，推动公司在质量管理文化层 面，领导和执行层面以及流程制度方面构建精益六西格玛管理框架，运用精益六西格 玛的工具推动质量管理的优化。从而为类似的企业，引入和建设精益六西格玛质量管 理系统提供探索经验。 关键词，质量管理；精益生产；六西格玛III Abstract The private owned companies in China have prospered and contributed greatly in the past 30 years during Chinese economy reform. However, quality management still is a unsubstantial of those companies during their high speed growth. Meanwhile, the Chinese market demands more and more high-quality products and service. So it is urgent to those companies for quality improvement under the internal and external pressure. At present, world class enterprise are implementing lean production and six sigma management to improve the quality management. Lean production focuses on the value identification and delivery, reducing waste and simplifying processes, so as to create excellent culture and efficient operation system. Six sigma management focuses on identifying problems, through systematic methods to find out the root causes, taking actions and following sustainability by statistic methods, so as to create a set of scientific and systematic problem solving methods. Currently, with the further practice in quality management, many leading enterprises are combining lean production with six sigma management together to build up proactive improvement quality management culture and scientific continuous improvement system. The paper analysis the problem of quality management and put forward the optimization actions base on lean six sigma and aimed at the T company who developed from a typical private owned company in China. The optimizations covered quality culture, people management and quality processes. That is a referential practice of lean six sigma by similar enterprises. Keywords，Quality Management; Lean Production; Six Sigma目录 致谢............................................................................................................................................. I 摘要............................................................................................................................................II Abstract .................................................................................................................................... III 第 1 章 绪论..............................................................................................................................1 1.1 选题背景和研究意义.................................................................................................. 1 1.1.1 选题背景................................................................................................................ 1 1.1.2 研究意义................................................................................................................ 2 1.2 国内外研究现状与评述 ............................................................................................. 3 1.2.1 国内研究现状 ....................................................................................................... 3 1.2.2 国外研究现状 ....................................................................................................... 3 1.2.3 国内外研究评述................................................................................................... 4 1.3 研究内容和框架 .......................................................................................................... 5 1.3.1 研究内容................................................................................................................ 5 1.3.2 研究框架................................................................................................................ 6 1.4 研究方法与创新点..................................................................................................... 7 1.4.1 研究方法................................................................................................................ 7 1.4.2 研究创新点 ........................................................................................................... 7 第 2 章 理论基础.....................................................................................................................8 2.1 精益生产 ....................................................................................................................... 8 2.1.1 精益生产的起源及发展...................................................................................... 8 2.1.2 精益生产的核心理念.......................................................................................... 9 2.1.3 精益生产的基本原则........................................................................................ 10 2.2 六西格玛理论............................................................................................................ 11 2.2.1 六西格玛理论的发展由来 .............................................................................. 12 2.2.2 六西格玛的核心理念....................................................................................... 13 2.2.3 六西格玛理论的改进模式 .............................................................................. 14 2.3 精益六西格玛............................................................................................................ 15第 3 章 T 公司质量管理的现状分析.................................................................................17 3.1 T 公司概况.................................................................................................................. 17 3.2 T 公司经营情况......................................................................................................... 17 3.3 T 公司质量管理现状 ................................................................................................ 19 3.3.1 质量管理文化的现状........................................................................................ 19 3.3.2 领导者和执行者的现状.................................................................................... 19 3.3.3 质量管理流程制度的现状 ............................................................................... 20 第 4 章 T 公司质量管理存在的问题.................................................................................21 4.1 质量管理文化的问题................................................................................................ 21 4.1.1 质量管理目的性的问题.................................................................................... 21 4.1.2 质量管理主体的问题........................................................................................ 22 4.1.3 质量管理对象的问题........................................................................................ 24 4.2 领导者和执行者的问题 ........................................................................................... 24 4.2.1 领导者的问题 ..................................................................................................... 24 4.2.2 执行者的问题 ..................................................................................................... 25 4.3 质量管理流程制度的问题....................................................................................... 26 4.3.1 核心流程的识别的问题.................................................................................... 26 4.3.2 流程的接口问题................................................................................................. 27 4.3.3 流程的改进问题................................................................................................. 28 第 5 章 T 公司质量管理的优化方案.................................................................................31 5.1 质量管理文化问题的优化方案 .............................................................................. 31 5.1.1 以客户满意为质量管理的导向....................................................................... 31 5.1.2 员工授权为质量管理的基础........................................................................... 35 5.1.3 持续改进为质量管理的对象........................................................................... 38 5.2 领导者和执行者的问题的优化方案 ..................................................................... 40 5.2.1 领导负责制 ......................................................................................................... 40 5.2.2 全员参与.............................................................................................................. 41 5.3 流程制度问题的优化方案....................................................................................... 435.3.1 核心流程的识别................................................................................................. 43 5.3.2 流程的接口定义................................................................................................. 44 5.3.3 流程的改进 ......................................................................................................... 45 第 6 章 T 公司质量管理优化的实施保障........................................................................47 6.1 组织保障 ..................................................................................................................... 47 6.2 激励机制 ..................................................................................................................... 49 6.3 培训资源保障............................................................................................................. 51 第 7 章 结论............................................................................................................................52 7.1 基本结论 ..................................................................................................................... 52 7.2 本文研究中的不足.................................................................................................... 52 7.3 后续研究展望............................................................................................................. 53