六西格玛经济效益的计量模型

以田口玄一的质量损失函数作为研究的基础,利用六西格玛管理中最常用的西格玛水平,推导出衡量六西格玛经济效益的额外成本计量模型,以便推行六西格玛管理的公司或机构便于衡量六西格玛管理法的经济效益。     

中国制造业实施六西格玛管理的成功关键要素分析

自摩托罗拉公司于1987年提出六西格玛概念以来,六西格码管理已逐渐成为质量改进的主流方法之一。尽管不少学者和咨询专家对实施六西格玛管理的成功关键要素进行了探讨,但都是基于理论分析或定性描述。本文在综述国内外相关研究文献的基础上,提出了实施六西格玛管理的成功要素概念模型,并通过调查问卷和利用结构方程模型,对中国制造业实施六西格玛管理的关键成功要素进行了实证分析。研究结果表明:领导层的高度关注,建立并实施合适的六西格玛战略,以顾客和市场为关注焦点,并通过有效的成果测量、评价和奖励方法,选择、管理和实施六西格玛项目是实施六西格玛管理的关键成功要素;同时,本文也分析了这些要素之间的因果关系。     

基于AHP-相对接近度的六西格玛计分卡改进研究

针对六西格玛计分卡(SSBS)方法在指标权重确定和评价值转换处理方面存在的问题,引入层次分析法,对六西格玛计分卡权重确定方法进行了改进;引入相对接近度法,在向量标准化的基础上,利用加权距离计算两水平间的相对接近度和组织的西格玛水平,对六西格玛计分卡评价值确定方法进行了改进,最后示例说明该方法的应用.     

DMAIC流程在自动焊接质量改进中的应用

本文按照六西格玛DMIAC流程对A企业自动焊接质量进行改进.按照DMAIC流程对问题进行定义,明确改进目标。然后测定导致自动焊质量问题的可能原因,并对相关测量系统的能力进行评定和改进.在此基础上进一步分析导致质量问题的根本原因,并设计了一个2~((-2))试验方案,找出影响焊接缺陷的显著因素并进行优化,使得自动焊过程的缺陷水平降为DPHU低于0.05,超过了预期目标,成本节省显著。最后,为了保持改进成果,对过程建立了适当的在控制方法.     

六西格玛在F半导体公司BGA产品质量改进的应用

BGA(Ball Grid Array球栅阵列封装)是一项被广泛应用的高密度封装技术。对BGA产品制造来说,过程中的最容易出现次品的环节是植球工序。本文采用六西格玛管理的DMAIC流程,通过控制胶量厚度和植球偏移量这两点对提高植球成功率最有影响的因素,对影响BGA产品制造过程中植球工序的设备能力进行了改进,取得良好的效果。     

运用DMAIC方法优化更换起动发电机碳刷流程

探讨六西格玛管理DM A IC方法在航空维修业务中优化流程、降低隐性成本、提高工作效率的作用.运用DM A IC方法(界定、测量、分析、改进、控制),识别更换D 328飞机起动发电机碳刷流程中“装机打磨”、“超声波清洁”关键过程输出变量和“换向器的辙痕深度”、“附着碳粉程度和绝缘电阻值”关键过程输入变量.优化更换D 328飞机起动发电机碳刷中“装机打磨”作业流程、“超声波清洁”作业流程,缩短了更换时间,降低了D 328飞机起动发电机周转成本.为航空部件维修由底层延伸拓展至顶层的业务流程优化,提供了有价值的参考,验证了航空维修行业推行六西格玛管理DM A IC方法的可行性.     

6σ与ERP中质量管理子系统的集成

ERP是企业管理信息化的代表者,6σ是数据化管理的具体化。将6σ管理的思想理念、统计方法和强大的工具引入到ERP质量管理子系统的六个功能模快设计中,为6σ与ERP的进一步结合与集成研究打下基础。     

实施GMP对制药企业绩效影响的实证分析

为加强药品质量的管理,我国在制药企业普遍实施GMP认证,而实施GMP对制药企业绩效的影响也受到诸多关注.在分析实施GMP对制药企业绩效影响路径的基础上,通过制药企业问卷调查获得相关数据,对实施GMP与企业绩效之间的关联路径进行了实证检验.结果表明:首轮GMP认证普遍给企业绩效带来了负面影响,其中积极影响路径和消极影响路径都得到验证,但短期消极影响超过积极影响.基于实证结果提出了相应的建议.     

企业绿色供应链管理实证研究

随着环境压力的增加及资源的限制,建设绿色环保型企业已成为我国企业发展面临的迫切任务之一。绿色供应链管理即是绿色环保型企业建设的战略指导。本文在阐述绿色供应链管理基本内容的基础上,通过实证研究,对企业绿色供应链管理实践进行了统计分析,以识别中国企业绿色供应链管理实施状况及薄弱环节,为企业开展绿色供应链管理提供参考。     

玉柴预算变革——玉柴股份利用外脑力推全面预算管理借鉴

全面预算管理作为企业战略实施、管理控制、资源配置、决策支持的重要工具已经成为国内企业的共识。然而，很多企业虽然建立了全面预算管理的制度，但在体系建设和执行方面．仍存在着很多问题，大大影响了全面预算管理的效果。由此可见，好刀还需要善用，才能发挥出它固有的威力。     

关于6Sigma管理中的1.5Sigma系统偏移

1 5sigma系统偏移是6Sigma管理中一个很重要的概念和度量值,这个值的解释和确定始终存在着很多的疑问和争议。本文从过程能力和控制图等概念入手,介绍了1.5Sigma系统偏移的由来和相关的理论基础,以及在网上的争议,并阐述了一些看法和对它进行研究的意义。     

Quality management and quality practice: Perspectives on their history and their future

The purpose of this article and a companion article is to explore a number of topics in Statistics in Business and Industry. This article sketches the history of Quality Management, from its emergence in the late 19th and early 20th centuries through to the present day. Particular emphasis is placed on activities in Japan immediately following the end of the Second World War, and subsequent developments elsewhere in the world. We draw a careful distinction between Quality Management and various methodologies that aid in its implementation, such as Six Sigma. In the words of one management practitioner, Norbert Vogel, ‘TQM in its broadest sense examines all aspects of management and the alternative methodologies being promoted are merely sub‐sets of what should be an integrated management system.’ The article concludes with some speculative thoughts about the future of Quality Management from a statistician's point of view. Copyright © 2009 John Wiley & Sons, Ltd.     

Integrating DEA into Six Sigma methodology for measuring health service efficiency

As a linear programming technique that is used to assess performance efficiency among organizational units, data envelopment analysis (DEA) has the practical value for planners to identify the most efficient units and thus project a best possible course of actions. This is also the fundamental goal of Six Sigma methodology for process improvement. Therefore, it is natural to integrate the DEA method into the framework of Six Sigma to enhance both the usefulness of Six Sigma and the effectiveness of DEA for assessing and improving health service efficiency. In this paper, the implementation of DEA is well incorporated into the Define, Measure, Analyze, Improve and Control process. The procedure can be well fitted into the Blackbelts training curriculum, which can also serve as a roadmap for Six Sigma practitioners to implement the DEA-enhanced projects. To illustrate how to integrate DEA into the Six Sigma framework, we present a Six Sigma project implemented to measure physician productivity in a clinical department.     

关于空间$S(\Omega,\Sigma,\mu)$与$L^\beta(\Omega,\Sigma,\mu)$上的次加上半连续$\alpha$-正齐性泛函

本文得到了$S(\Omega,\Sigma,\mu)$和$L^\beta(\Omega,\Sigma,\mu)$分别不存在非零的上半连续、次加、$\alpha$-正齐性泛函(分别有本文得到了$S(\Omega,\Sigma,\mu)$和$L^\beta(\Omega,\Sigma,\mu)$分别不存在非零的上半连续、次加、$\alpha$-正齐性泛函(分别有本文得到了$S(\Omega,\Sigma,\mu)$和$L^\beta(\Omega,\Sigma,\mu)$分别不存在非零的上半连续、次加、$\alpha$-正齐性泛函(分别有本文得到了S（Ω，∑，μ）与L^β（Ω，∑，μ）分别不存在非零的上半连续、次加、α-正齐性泛函（分别有0≤α≤1和β〈α≤1）的充要条件．     

Implementation of Lean Six Sigma in small- and medium-sized manufacturing enterprises in the Netherlands

In this paper we provide an exploration and analysis of Lean Six Sigma (LSS) implementation in Dutch manufacturing/engineering small- and medium-sized enterprises (SMEs). Critical success factors (CSFs) and impeding factors are identified and analysed. Exploratory empirical evidence about LSS implementation in Dutch SMEs was collected from a survey study on Dutch SMEs. Statistical testing was applied to validate the ranking of the CSFs. To deepen insight in how organizations translate CSFs into practice and cope with impeding factors, additional in-depth qualitative information was gathered from six case studies. Linking to customer, vision and plan statement, communication and management involvement and participation are the highest ranked CSFs. Internal resistance, the availability of resources, changing business focus and lack of leadership are the strongest impeding factors. The case studies confirmed the importance of the CSFs and revealed three new CSFs: personal LSS-experience of Top management, development of the project leader's soft skills and supply chain focus. SMEs in the Netherlands make no distinct separation between lean manufacturing and Six Sigma, but rather apply both approaches intertwined.     

6σ管理中需要澄清的几个问题

6σ管理作为组织实施连续质量改进的一种经营策略,已引起企业界和学术界的极大兴趣,并在一些企业中得到很好应用。正确实施6σ,需要对其基本概念、假设条件、相关约束等有一个较为全面的了解和认识。本文探讨了6σ文献和应用过程中需要关注的几个问题,其中包括6σ的基本概念和特点;分布假设;过程均值1.5σ漂移的可行性;过程能力指数;短期波动和长期波动;6σ改进和6σ设计等。